HomeMy WebLinkAbout2006-01-26 Info Packet
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CITY OF IOWA CITY
www.icgov.org
CITY COUNCIL INFORMATION PACKET
January 26, 2006
MISCELLANEOUS ITEMS
IP1 Tentative Future City Council Meetings and Work Session Agendas
IP2 Memorandum from the City Attorney: Legal Opinion re: Potential Conflicts of Interest
IP3 Memorandum from the City Clerk: January 30 Budget Presentations [Revised copy
distributed at 1/30 Council meeting]
IP4 Iowa City municipal Airport 2005 Annual Report [submitted by Randy Hartwig]
Memorandum from the City Clerk: Scheduling additional work session [Mailed to Council
Members 1/27/06]
FY07 Human Services Funding Requests Report
PRELIMINARY/DRAFT MINUTES
IP5 Telecommunications Commission: November 28, 2005
IP6 Board of Appeals: January 9, 2006
IP7 Public Art Advisory Committee: January 5, 2006
IPS Airport Commission: January 23, 2006
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CiTY OF IOWA CiTY
www.icgov.org
CITY COUNCIL INFORMATION PACKET
January 26, 2006
MISCELLANEOUS ITEMS
IP1 Tentative Future CI Council Meetings and Work Session
IP2 Memorandum from the "ty Attorney: Legal Opinion re: Po ntial Conflicts of Interest
IP3 Memorandum from the City lerk: January 30 Budget Pr entations
IP4 Iowa City municipal Airport 05 Annual Report [sub itted by Randy Hartwig]
IPS Telecommunications Commission:
IP6 Board of Appeals: January 9, 2006
IP7 Public Art Advisory Committee: January
IP8 Airport Commission: January 23, 2006
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CITY OF IOWA CITY
City Council Meeting Schedule and
Work Session Agendas
c;:]
January 26, 2006
www.icgov.org
. MONDAY, JANUARY 30
7:00p Budget. Board/Commission/Organizations
Emma J. Harvat Hall
. TUESDAY, JANUARY 31
8:00a-12:00p Budget - Work Session
Emma J. Harvat Hall
TENTATIVE FUTURE MEETINGS AND AGENDAS
I
. MONDAY, FEBRUARY 13
5:30p Special Work Session
7:00p Special Formal Meeting
Emma J. Harvat Hall
. MONDAY, FEBRUARY 20
Presidents' Day - City Offices Closed
. MONDAY, FEBRUARY 27 Emma J. Harvat Hall
6:30p Special Work Session/City Conference Board Meeting
. TUESDAY, FEBRUARY 28 Emma J. Harvat Hall
7:00p Special Formal Meeting
. MONDAY, MARCH 6 Emma J. Harvat Hall
6:30p City Council Work Session
. TUESDAY, MARCH 7 Emma J. Harvat Hall
7:00p Formal Council Meeting
. MONDAY, MARCH 20
6:30p City Council Work Session
Emma J. Harvat Hall
. TUESDAY, MARCH 21
7:00p Formal Council Meeting
Emma J. Harvat Hall
. MONDAY, APRIL 3
6:30p City Council Work Session
Emma J. Harvat Hall
. TUESDAY, APRIL 4
7:00p Formal Council Meeting
Emma J. Harvat Hall
. MONDAY, APRIL 17
6:30p City Council Work Session
Emma J. Harvat Hall
. TUESDAY, APRIL 18
7:00p Formal Council Meeting
Emma J. Harvat Hall
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CITY OF IOWA CITY
MEMORANDUM
~
From:
January 25, 2006
""" C,,"';', Monbee of COy c""JI'n .J
Eleanor M. Dilkes, City Attorney ~
Legal Opinion re: Potential Conflicts of Interest
Date:
To:
Re:
By memo of January 11, 2006, a copy of which is attached, you requested my opinion on
potential conflicts of interest between your role as a member of the City Council and your
employment beginning February 1, 2006 as the Johnson County Social Services Coordinator.
Conclusion:
As discussed below, public servants must avoid conflicts between their private and public
interests. The Johnson County Social Services Coordinator is a new position, which makes it
difficult to identify potential conflicts. Based on the job description and my recent discussions
with you and the City's Director of Community Development, it does not appear that any existing
City funds provide sources of funding for the County social services. programs which you will be
coordinating. However, the job description reveals a number of areas in which conflicts could
develop. Because analysis of conflict questions is fact-specific, such potential conflicts will need
to be examined when they arise.
Discussion:
The law prohibits conflict between the public and private interests of public officials, including
conflicts between the official's public duty and loyalty to a private employer. Wilson v. Iowa Citv,
165 N.w.2d 813, 823 (Iowa 1969). "When one is committed to give loyalty and dedication of
effort to both his public office and his private employer, when the interests of those two may
conflict, one is faced with pressures and choices to which no public servant should be
unnecessarily exposed." Wilson, 16$ N.W.2d at 823; ~ also T & K Roofina Companv. Inc. v.
Iowa Department of Education, 593 N.w.2d 159, 163 (Iowa App. 1999). ("a government
employee or official cannot serve two masters at the same time.") In Wilson, the Iowa Supreme
Court held that a council member who was the Director of Community Relations for the
University of Iowa had a conflict of interest with respect to urban renewal proceedings involving
University land, and could not vote on those urban renewal issues. In reaching this conclusion,
the Wilson court was careful to point out there was no evidence the councilperson was actuated
by anything but his "sincere convictions, nor that his motives were in any way selfish or contrary
to the welfare of the public." The court emphasized that it was the "possibility of such things,"
which make the rule applicable. Id at 823.
It is my understanding that the position of Social Services Coordinator is a newly created
position for Johnson County and that you will be the first person to serve in that position.
Therefore, the identification of potential conflicts at the outset is difficult. I have reviewed the job
description for the position and have asked Steve Nasby, the City's Coordinator of Community
Development, to review the job description, a copy of which is attached. Based on the job
description and my discussions with you and Steve Nasby, it does not appear that any City
funds (e.g., CDBG and HOME funds) are existing sources of funding for the County social
January 25, 2006
Page 2
services programs which you will be coordinating. However, the job description reveals a
number of duties which could create conflicts with your public duties, including the following:
1. Identify available funding sources related to social services. The identification of City
money as a funding source and the application/receipt of City money by any County
programs that you supervise would need to be examined. In addition to common law
conflict rules, any specific regulations on conflicts that govern such funding (e.g., CDBG
and HOME regulations) would have to be examined if this became an issue.
2. Engage in community planning efforts related to social services on behalf of Johnson
County. You may be involved in such efforts as a council member and the City and
County may have conflicting interests.
3. Projects that are within your purview and are jointly funded by both the City and the
County may raise conflict issues. (e.g. the City provides funds to an agency, and thereby
frees up County resources.)
4. The Coordinator is to serve as liaison to boards in the community when Johnson County
has a role or provides funding. Again, as with community-wide planning, if both the City
and County are involved in such efforts conflicts could arise.
As one would expect, the job description notes that it does not include an exhaustive list of
duties. Because analysiS of whether a conflict of interest exists requires an examination of the
specific facts present in any particular situation, any potential conflict of interest will need to be
examined as it arises. Please feel free to consult with me in the event these issues do arise in
the future.
cc: City Council
Steve Atkins, City Manager
Marian Karr, City Clerk
Dale Helling, Assistant City Manager
Steve Nasby, Community and Economic Development Coordinator
Jeff Davidson, JCCOG Executive Director
Linda Severson, JCCOG Human Services Coordinator
eleanor/mem/correlaSSC.doc
MEMORANDUM
TO: ELEANOR DILKES
FROM: AMY CORRElA~
SUBJEcr: NEW EMPLOYMENT
DATE: 1/11/2006
CC: MAYOR Wll..BURN AND MAYOR PRO TEM BAILEY
On February 1", I will begin employment foe Johnson County as the Social Service
Coocdinatoc. This position is newly created by the Board of Supervisors, and serves as a
Department Head.
I have attached the job description foe this position, and request youe opinion on
potential conflicts of interests in my role as a member of the City Council.
Thank you for youe time and consideration.
~
JOHNSON COUNTY
JOB DESCRIPTION
Social Services Coordinator
DEFINITlON AND DUtlE~:
Under direction of the Board of Supervisors, administers social services programs including
oversight of the General Assistance Program, county obligations for civil commitments, human
service block grants and other human service functions. Supervises SOCial services and
support stair. Serves as Decatorlzation (De<:al) Coordinator for Johll$On County. Researches
available funding sources, writes grant proposals and monitors compliance. Engages in
community planning efforts related to social services. Prepares and monitors social services
budgets.. Serves as the social services liaison with the Board of Supervisors.
l<nowledae of:
o Fiscal responsibility including budget preparation, grant oversight and compfrance; and
program development and evaluation
o Principles and practices of public management, administration, and labor relations
o Community-wide planning
o Federal and state laws, RIles, regulations, court decisions, policies and goals affecting
Johnson County social service programs including categorical assiStanCe
o Current socioeconomic conditions and how they relete to departmental goals and objectives
o Principal sources of information in the community for establishing eligibility for assistance
AbilItY to:
o Recrilit, hire, train, manage, evaluate, discipline, and motivate staff in accordance with
county employment policieS and coueciiva bargaining agreement
o Represent Johnson County and perform duties in a professional, responsible and
tNstworthy manner
o Prepare, justify, monitor and work within a budget
o EstabHsh and maintain effective working relationships with co-workers, clients, other social
service agencies, and members of the pubUc
o Establish goaJs and objectivelI and IlS$eSS progress toward their .achievernent
o Maintain confidentiality and security of information as appropriate
o Collect data, keep accurate records, and prepare reports
o Coordinate and direct the maintenance of systematiC records
o Interpret and analyze data, laws, reglllatlons, pofrcies, and procedures related to social
~ programs .
o Make logical and accurate decisions based on interpretatlons of program RIles, regulations,
. W,JicleS and procedures
01.; detail-oriented when working with documents and Information
o ,6pmmunicate and work weB with a diverse population from various socioeconomic
'I)tlckgroUilds with possible language/cultural barriers .
o ~=:r for the purposes of data ently, word processing, sPreedsh~in~
o Operate common office equipment such as typewriters, calculators, fax anq, ~I!le
machines" photocopiers, multI-line telephones and scaMers""~'\'
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<> OrganiZe and present factual information and ideas or opinions clearly and concisely. in oral
or written form
() Handle multiple responsibilllles and comp$llng priorities simultaneously
() Handle moderate levels of stress. meet deadlines and solve problems appropl1ate to the
. position
() Have clarity of speech and hearing which permits effective communication
() Have sufficient vision .which permits moderate producllon and review of a wide variety of
materials In both lllectronlc and hardcopy forms
() Have sullicient manual dexterity to operate a computer keyboard and makll handwritten
notations
() Have sUflicient personal mobility to complete work at various facilities
() Stand, sit, squat, kneel, bend, twfst, and reach as needed
. () Uflandfor move up to 25 pounds as neaded
() Work flexible schedule and additional time as needed
MINIMUM EDUCAllON. TRAINING AND EXPERIENCE: ... .
Bachelor's degree in social &elVices, human services or related field, Mesler's degrea preferred;
three (3) to five (5) years experience In pubfic contact work with at least one year (1) in a
superviSOry capacity. .
Special requirements: Valid driver's license and insurable under county liability coverage.
May also require use of private vehiCle for ofIiclal business.
SpeCIFIC DUllES: to be perfOrmed satisfactorily wfth or wfthoUt reasonable acoommodatlon
The following duties ara normal for this position. ~ are not to be construed as
exclusive or all-lncluslve. ()ther duties may be required and assigned.
() PreplUllS. administers, .and monitors expenditures for Department 20 block grants and thll
County portion of Department 45 annual social serviCes budget. Assists in adjusting
systems to changing needs.
() Manages personnel by making department head decisions including recruiting, selecting,
training, evaluating, promoting, dl$Ciplinlng, and discharging employees as appropriate.
() Coordinates andscheduJes monthly Decat ExeCutlveJPIannlrlg CommlUee meetings.
DistrIbute packets, assure compliance with notice requirements. and take/disseminate
minutes.
() Assists Decal executive /Planning Committee with stratllglc planning, selling community
priorities and coordinating with other human serviCe funders. Develops and Implements an
RFP process to disseminate funds within stated timeframes in order to meet goals and
priorities. sets grant review criteria and complete seJecllon process. Develops contracts tor
successful bidders. Monitor contract pertormance.
() Develop and maintains fiscal records for .all funds under the allgis of the Decal
ExecuIIveIPlannlng Committee.
() Identifies available funding sources related to social serviCes from federal, state and private
sources. Develops grant app6ca1iOrls and prepares proposals for submission to granting
agencies. Administers grants and monitors compliance with program requirements.
() Identifies and addresses unmet community needs relating to social services through needs
asseS$lllerltS, priority seUing, and the implementation of planning aclivitieil. Participates in
state. county, and commllnity planning groups.
() Coordinates Johnson County's obligations for civil commitments and placements as well as
use of the Toledo Youth Home.
".
() Works with representative from Department of Human Services and JwenUe Court Offlce in
monioring child welfare fund$ and services in the county.
() Serves as liaison to boards In the community whereby Johnson County has a .role or
provides funding, such as Empowerment and Decat.
() Oversees Department 54 juvenile crime prevention grant.
() Works with the Auditor's Offlce to oversee institutional accounts.
() Confers with jUdges, county attorneys, law enforcement offiCials, social workers, and the
general public regarding the interpretation of county social selVice pJl91lms.
() Serves as official 'General Assistance Director" per Code of Iowa requirements.
() Oversees individual exceptions for general assistance in emergency situations.
() DevelOps and recommends polcy for general assistance eligibility. Develops policies and
procedures for social servlces programs ensuring compliance with laws, regulations, and
court declsioils as needed.
() Participates in trainingleducational opportunities and worlt-related meetings such as the
Decat Coordinator meetings, Service Area AdviSOly Board and .Iowa Slate Association of
Counties Spring and Fall Schools.
() Provides back-up for General Assistance Assistant.
() Perfi:lrms all work duties and activities in accordance with County policies, procedures, and
safety practices.
FLSA status: Exempt
Pay Grade: 21
Date Established: September 13, 2005
Date Revised:
I have cemfuHy read and understand the contents of this job description. I understand the
responslbi1ities, requirements and duties expected of me. I undet8tand that thiS is not
necessarily an exhaustive Hst of responsibilities, skills, duties, requi'ements, effOtts Or woddng
conditions BSSOC/ated Wlth the fob. While this listis intended to be an accurate reflection of the
cutrent fob, the Employer reseMIS the right to revise the functions tind duties of this job or to
.requtre that addiJiona/ or different taS/(S ~ perfotrned as directed by the Employer. I
tlndet8tand that I may ~ required to work addfIfonsl time, different shifts or hours outside the
nonnaily defined worl<<1ay or worlcweek I alsO undet8tand that this job description doeS not
con$fitute a contract of employment nor B/tfir my status as 8/1 at-will employee. I have the right
to tennlnate my employment at anytime and fOr any reason, tind the Employer has 8 similar
right.
Date
Date
Employee's Signature
Department Head
The Co~ of JohIlSOl1 Is an Eque! Employment 0pp0ttuniIy~. In COf11lIIanco _1IIe AmerIcans 0Ise_ Ad, IIIe
County.....- __.,.--""'10 ..-__.....- end_",-,,",emp/oyooesend
_nte to discuss pQtenllal.ccolM1Odetions _1IIe En1>loyoor.
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CITY OF IOWA CITY ~
MEMORANDUM
January 26,2006
TO:
Mayor and City Council
'\'}v~
FROM:
RE:
ary 30 Budget Presentations
Council set aside the bu et work session of January 30 to hear rom Community events
and City Boards & Comm' sions regarding their FY07 City b get request. An
invitation was sent to all or izations and City staff of all oards/Commissions. A copy
of that invitation and Commu 'ty events budget requests e attached. The following
schedule reflects responses to t . s invitation and was pr ared to include a 10 minute oral
presentation followed by a five m' ute question perio . Presenters should plan on
arriving 10 minutes ahead ofthei assigned time.
8:15-8:30
ORGANIZATION
NAME
7:00-715
Senior Center Comm.
Jay Honohan, Chair
& Linda Kopping, Coordinator
7:15-7:30
Library Board
David VanDusse1dorp, Chair
& Susan Craig, Director
7:30-7:45
ndy Hartwig, Chair
7:45-8:00
Parks & Rec. C
Gustaveson, Chair
rry Trueblood, Director
8:00-8:15
Saul Mekies, Chair
& Michael hristians, member
8:30-8:45
cc: Board and Commissions (via emai1 to staff)
slbudgetbdcon schedule.doc
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CITY OF IOWA CITY
MEMORANDUM
DATE:
January 26,2006
TO:
Mayor and City Council
REVISED
FROM:
Marian K. Karr, City Clerk
RE:
January 30 Budget Presentations
Council set aside the budget work session of January 30 to hear from Community events
and City Boards & Commissions regarding their FY07 City budget request. An
invitation was sent to all organizations and City staff of all Boards/Commissions. A copy
ofthat invitation and Community events budget requests are attached. The following
schedule reflects responses to this invitation and was prepared to include a 10 minute oral
presentation followed by a five minute question period. Presenters should plan on
arriving 10 minutes ahead oftheir assigned time.
ORGANIZATION
NAME
7:00-715
Senior Center Comm.
Jay Honohan, Chair
& Linda Kopping, Coordinator
7:15-7:30
Library Board
David VanDusseldorp, Chair
& Susan Craig, Director
7:30-7:45
Airport Commission
Randy Hartwig, Chair
7:45-8:00
Convention & Visitors Bureau
Josh Schamberger, Director
8:00-8:15
Housing & Community Dev.
Jerry Anthony, Chair
8:15-8:30
Telecommunications Comm.
Saul Mekies, Chair
& Michael Christians, member
8:30-8:45
Parks & Rec. Commission
Craig Gustaveson, Chair
& Terry Trueblood, Director
General Budget Discussion
cc: Boards and Commissions (via email to staff)
sfbudgetbdcommschedule.doc
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CITY OF IOWA CITY
410 East Washington Street
Iowa City, Iowa 52240-1826
(319) 356-5000
(319) 356-5009 FAX
www.icgov.org
January 18, 2006
The City Council has scheduled a budget work session addressing community
events FY07 budget requests for Monday, January 30, starting at 7:00 p.m. If your
organization would like to address the Council during this work session, please call
me at 356-5041 (marian-karr@iowa-city.org)to schedule a time as soon as
possible.
That evening Council will be hearing from organizations and City Boards and
Commissions. Presentations are being scheduled 15 minutes apart. It is suggested
that the presentation last no longer than 10 minutes followed by five minutes for
questions.
It is intended this time be used to discuss changes to the proposed budget.
I will provide a schedule to you and include one in the Council information packet on
January 26.
Sincerely,
~~R~
Marian K. Karr
City Clerk
APPLICATION FOR COMMUNITY EVENT AND PROGRAM FUNDING
FY2007 (July 1, 2006 - June 30, 2007)
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CITY OF IOWA CITY
Name of event/program: All Iowa New Horizons
June 2, 2007
Band Extravaganza
Date(.) of event/program:
Old you racelve funding from the City ~r this event/program last year?
* We received $250 in City funds 2 ye~rs ago. No request was
If yes, how much. July 2005 (FY06) $ *
Amount requested from City of Iowa City. JUly 2006 (FY07) $ 250.00
VesQ NoQ
made this past'year.
location of event/program: lMU (tentative)
Name of organization: Senior Center New Horizons Band
Contact person: Nancy Wombacher
Day Phone: 337-7197
Mailing address: Street 3644 Elgin Drive
~ Iowa City
~52245
Estimated number of IndMduals expected to attend: 500-600
DescrIbe the eventIprogram end all activities that will occur: See attached materials. In 2004, the
most recent hosted Extravaganza, there were over 2uu musicians and tne~r friends and
families trom the 4 communit~es.
How does this program/event benefit the Iowa City area? I t provides a day of camaraderie and
music for over 200 senior musicians and their followers in Iowa City. The event is
filled with fun and music for guests and members ot the Iowa City commun~ty.
If this Is an Increase or decrease from previous City funding, please Indicate why: This is not
and increase from previous requests.
Estimated Major Expenses
Description Amount
chair rental $ 260.00
~ $ 1 500.00
_...."_h:: $ 190.00
I -"~ic & sunnlies $ 800.00
$
T olal Budget for EvenllProgram $ 2,750.00
List Proposed Revenue Sources
Description" Requested Amount
Requested City Funding $ L~U.UU
Local banks $ 1,000.00
Local businesses $ 1,500.00
$
$
Total Funding for Program $ 2,750.00
'Ust public and private organizations. sale of Items, etc,
This application must be filled out completely. If mora space is necessary an additional page may be submitted.
Applications must be received on or before November 1, 2005, to be considered for FY07 funding. Please submit to:
Stephen Atkins, City Manager
City Hall
410 E. WaShington Street
Iowa City, IA 52240
Applicants will be notified of the Council meeting when funding allocation discussion will occur. Call the City Manager's
OIIice at 356-5010 If you have questions.
city ofIowa City, Iowa - Official Web Site
http://www.iegov.org/senior/newhorizonslspecialeveuts.htm
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Wednesday, Oct. 26, 2005
28 S u... -. _ aty,lA __ Ph: (311'3_
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Special Events
The Iowa City New Horizons Band hosts a 'splendiferous' event in early June. On June 26, 1999 the
'Inaugural, AII.lowa New Horizons Band Extravaganza' brought together abut 90 musicians from the
tour bands in Iowa for a day of camaraderie, picnicking, rehearsing and ultimately a 3.hour concert
on the pedestrian mall In downtown Iowa City. More than 500 audlenca mambars were delighted
with the 'June Night, Moonlight, and You' concart theme, and the grand finale, '1812 Overture' was
B smashing success.
Two years later, on June 2, 2001, 165 musicians from the four Iowa bands made the second
-All-Iowa New Horizons Band Extravaganza- an even bigger success. AND, the grand finale for this
one was a rip-roaring, '76 Trombones.' On June 7, 2003, the third extravaganza drew 190
musicians from the four communities. Participants and their 'groupies' not only enjoyed renewing
old acquaintances, but also savored the added treat of the Arts Fest, an annual cultural festival in
downtown Iowa City.
<< Return to New Horizons Main Page
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Individual bands pl.. . ..... .. LL
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at .whIG" tim~ masHd bands ~.......- JtJ~--.
WI\\ perform until &:00 'PM ~ ~ · · .
&rloSIawe dial... f..Joln ~ ...{)t) - 8:{)t) J>.~
UN! New Horizon. B.nd
Cedar F.1Ia
BID SIIepIIerd, Director
~ MardI................................................................................Karl L. King
AJ.rIeaB Folk P~.............................................................. .Clare Orllndman
MyLittleMoheo, Shantyman's Ljfi" SourwoodMount8in, S_llelsytnm Pike
TrIad............................................... ............................................ ..J. J. Richards
Featuring the trumpet section
BearcaeIIIB......................................... ....... ......... ...................... ..K1ll11De1'lHoffinan
Cool m.. IIr Tromba.II.................................. .......................... ...James D. Ploybar
PavIIoa MardI........................................ .................................. .......Frank Piersol
BIg Band S"'n JlIu.......................................................................arr. Bob Lowden
Undecided, I Can't Get Started, How Hish The MOlIII, I'll Rsnember April, Boogie Woogie Bugle Boy
Se. .ice MardI Medley.............................................. ................... ...arr. Mih Mikesh
When the Caissons Go Rolling Along, The Marine Hymn, Ancben Aweigh, The Air Fm:e Song.
Sempel' Paratis
Ced.r Rapid. New Horizons B.nd
AIlm La.,........, Director
L_ CoItOII, AaIinant Director
BIaek Hone Troop.................................................. .................. ....Frederick Fennell
AIr IIr Band... ...... ...................................... ............... ...... ...............Frank Erickson
Die MeildenlDger.......................................... ........................ ........ . Richard Wagner
Oeeaaioul Snite............... .......... ......... .............. ...... ...........................0. F. Handel
Moon Rlwr............................ ......... ................. ............................. ....Eric Osterling
IDatant Concert.................. ......... ... .......... ......... ...... ..................... ....Harold Walters
THE UNI NEW HORIZONS BAND
Diana Blake, Director
node Alto s.", T.....boooe
Ann Bierle Paul Britzman Walter Beck
Gail Froyen Nancie Handorf Shirley Friar
Doris Hewlitt Lewis Lynch Sharon Goeres
Esther Kieffer Bob Shafer Dick Lynch
Jean Potratz
Oboe TeDOr s.", Marg Shaffer
John Jones Steve Zarifis
Clariaet Baritoae s.", EuphoalumlBaritoae
John Boyd Mary Jane Shafer Wanda McDowell
John Herman Charles Spicher
Jane McMurchy CoraetITrumpet
Roland Brom
Marjorie Osborn Gary Lettow Tuba
Marlene Schmidt Milt Mikesh Howard Lyon
Don Wendt Gloria Siggelkov Bob Rose
Baa Clarillet Ed Stachovic
Jim Mougey Lee Triplitt Pere_loa
Fre.... Hon Colleen Goodenbour
Bassooa LauraineBaker Viola Polk
Shirley Mikesh Esther McGuire June Stoskopf
lOW A CITY NEW HORIZONS BAND
Don Coffinan, Director
Flute Bass Clarillet Tromboae
Dick Mitchell Joan Buxton Jean Costa
Janet Nelson Lisa Walz Chuck Kreeb
George Paterson Hal Richerson
Kay Schneider AltoS.,. Ken Slonneger
Eleanor Taylor Guido Bulgarelli Dinny Stamp
Beverly Mueller Bill Thorne
Oboe Margaret Richardson
Judy Klapper Euphoaiumlbaritone
Terry Powell Teaor Sax Jon Cryer
Jack Cazin Bob Engel
Clarinet Larry Fountain George Gay
Gordon Cantor Carol Horton
Richard Caplan CornetlTrumpet
Helen Chadima Tuba
John Conner Kathie Belgum Linda Fisher
Mary Pat Conway Roger Fisher William Gauger
Nina Kimm
Jim Corwin Lambert Neill Wallace Johnson
Harold Engen Delmar Larsen
Mary Hansen Ed Rogers
Darlene Hoskinson Naocy Wombacher Percussion
Barbara Kuncl Adelaide Bulgarelli
William Laubengayer FreDeh Horn Sue DalIam
Jean Lloyd-Jones Glarine Berry Sally Jablonski
Ivan Schwabbauer Jeanette Carter Duaoe Means
Gene Spaziani Jao Hubel Virginia Means
Betty Winokur Janet Rawley Sheila Stevenson
CASI New Horizon. Band oCtile Qllad Cities
Bob GalDII, Director
Theme from ..J."................................................Bruce Brouglrtonlarr. Paul Lavcnder
PavIuuIe from SympIIoaette No.1... ...... ......... ............. .............. .......... ...Morton Gould
Jobn Adams, trumpet solo
KiIIc Cottoa March...................................................Jooo P. Sousa/arr. Harold Walters
Theme From "The Weat WIDg".......................................W. G. Walden/arr. Roy Pbillipe
Star Dll........ ... ...... ...... ........ .............. ...... ... ......... .....Hoagy CarmicheVarr. Bob Cotter
Ja-Da... ......... ...... ...... ............ ........... ...... ...... ......Bob Carleton/arr. Names D. Ployhar
Featuring the "No Name" Dixieland band
JlIIIt AIIotherPo.................................Frank Loesser & Mihon DeLlugg, arr. Walter Beeler
Iowa CIty New Horizons Band
Don CofliDu, Director
Secoad Suite IIr MIIituy IIlmd In F~r................................................Gustav Holst
Conducted by Max Chernick
I. MardI
ll. Song WIthout Words
ill. Song of tile Blacksmith
IV. Fantasia (]O the Dargason
Ob Nol...... ............ ..................................... ......... .......... ...................Jeffiey Agrell
TIle WIDrd ofOZ....................................Harold Arlen & E. Y. Harburglarr. James Barnes
TIle Uberty Bell...... ......... ......... ...... ... ............. .......Jobn Pbilip Sousa/arr. Brioo/Schissel
Combined Bands
Milestone March............................................written by Frank Piersol for Luman Colton
Luman Colton, Cedar Rapids Assistant Director
Midsummer N"Jght's Dream....................................Felix Mendelssohn/arr. Albert O. Davis
Bob Gaston, Quad Cities Director
Sereuata De Doaol'8... ......... .......... ... ......... ..................... ......... ........Jooo Edmondson
Bill Shepherd, Cedar Falls Director
1rviDg BerliD's Songs IIr America...............................................arr. James Swearingen
Don Coffinan, Iowa City Director
THE CEDAR RAPIDS NEW HORIZONS BAND
Alan Lawrence, Director
LUIIIlIIl Colton, Assistant Director
CIarIut
Bob Colby
Sha"lIlI Colton
Loll FOIla'
181 0Iaza
RaIpb LaCcmbe
S- MIllar
PIt Turner
CenetlTnmpet
Bob Byse
Viola Koster
Dr. Dennis Kral
Dmia Larson
Bob Melsha
Rdlcn NOOII8Jl
Daft Yeoman
Tr ~_
Uzz Byse
David 0-
Mlriam 00Iay
Albeit McNoill
Russell WdIdna
E........,.....
Dan CudebrITy
Clitf8lmrbmp
Mauy Lou Pmlur
Gene Pouab
T_
Sid BI8ir
KmDeIh Kirby
n.
lady Brown
10lIII Jacob
DInlhy Reldnour
CI81~ Weber
T_Sa
JaIm Sd1weitza"
Dr. Bob Swaney _
Alto Sa
Jim Brownell
MaIda Bl"!Alhd<
Jadt HIcb
I\.u .~
FreacII Bora
~ Colton
DllMMcNuIty
DBIe CnIiier
1lIIIk:e c.-hip
~ JIIltMin.
CASI NEW HORIZONS BAND OF' THE QUAD l:1TlES
Bob Gaston, Director
F1lde Alto Sa TrmD"'-
FnnClllS Fostrom Richard BoyIer Howard Dixon
m_ Hunsley Eileen Hill run FilqJ8trick
Dorice Miller Bill Moellering Joel Hill
Carolyn Millhcn Marie Mooty PIt Keefe
Ridlard MedIi
Oboe Norm PelerlI
SandyStoltmberg Tuor Su Lloyd Thoensen
Byron Chant Ambrose Wiley
Clarinet Ba.. Tl'OIIlbollC
Carol Carroll B.......e Su
Janet Christensen AI Steinbrec:ber Gene Leetch
Tom Ccdett Eup/aoDilUll/baritoae
Charles D'Camp ConIetITrumpet Dwight Collison
June HesseII Jcbnny Adams Jeannie Eicbhcrn
Phyllis Ludwig run Barnes Ken Jessen
Nathan McMurrin Lynne Daze Den OcIdemann
Barb8ra Miller Deb DuBois
Rdlcn Moose PIt~ T_
Ann Sinner Norman Miller Chester Howell
Joan Taube Mauy Mowat Bob Taube
Bennie Walling run Shalilr
Willis Good PercllSlioa
Bass ClariDet Bob Danica
Stew Sinner FreacII Hili'ii Willia GanahI
Barb Buening Carol Harda:1
~n Tooa Eileen Buzzell Jack Harda:1
Sue Yoongberg Bill Osbcme Barb LoIIg
Ewmne WeIp Bob Lmg
Ardrle McKelvie
--"-.__..,,---,---_._---------
~
The generous support of the following sponsors has made this event possible:
Iowa City/Johnson County Senior Center
West Music Company
City ofIowa City
Hawkeye State Bank.
Hills Bank. and Trust Co.
Iowa State Bank. & Trust Co.
D S Bank
Ray Wombacher Construction
City Electric Supply and Lighting Studio
Lensing Funeral and Cremation Service
Sueppel's Flowers, Inc.
"Themes"
Like Old Times
.~ I,~: ,.$t~eE"f . ,r.;)
:li\G~
r~, "I
~
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iI!:.~'
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,
~
the 4th
New Horizons Band
Extravaganza
with bands from
Cedar Falls
Cedar Rapids
Quad Cities
Iowa City
,', -,
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Ji.,,..,.J..1..:L..i '
l' 'I' 'r-::r
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:'. "7"" ~"~;"'''''''';JI;r:: Illt.
/~'li"'l; .t'<',il!~)6.,;
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,;..~' ~~.:.,;;;.=~~J,:1~:.::'-'
Saturday, June 5, 2004
at Old Capitol Mall, Iowa City, IA
4:00 - 7:30 PM
UNI New Horizo.. B..d
Ced.r F....
DIIIla BIaIre, DIredOr
The Foodlfter Mardt......... .... ..... ......... ... .................................. ..... ...Henry Fillmore
Deep River............................... .......,:................... .............. ...Arr. James swearingen
Roland Brum, trumpet ,
Caribelm NoeturBe............... ................................................. .............. ..Bryan Kidd
Bob Shafer, alto sax
Ave Verma Corp........ ...... ..... ................ ........ ............ ..... ............ .....MozartlKreines
Swiagba' So.. oryesterday.. .......... ..... ......................................... ....Arr. Bob Lowden
Nice'nBasy-You Make Me Feel So Young-Time After Timo-All The Way
Two IriIb SJre&eheI............ ...... ......... ......... .............. .......... ........ .............Dave Black
N~ ItJllrI---- .............................................;.......................Ii. Ii. B~e!lIIla1C11l
Cedar Rapicb New Horizon. BRad
AIaD Law...-, DIredOr
LUDWl CoIto.. A8IiItlUlt DIredOr
ThilI8 My Coutry _ Mardl...................................Raye & Jacobs/an. Hawley Ades
VarIatioa Overture....... ....... ........................ .................... ........ ....... .Clifton Williams
Brother J_' AIr....................................................................... Arr. Luman Colton
The New ColoDial March..........................................................................R. B. Hal1
Czech Suite.................................... .................................. ...............Paul W. Whear
Romantic Song
Festival Dance
Gypsy Love So.............. ............... ................................. .......... .......Victor Herbert
Milestoae March............ ..................... ...... ............................... ........Frank Piersol
Conducted by the composer
Stormy Weather................................................ ...Arlen & Koehler/arr. David Bennett
A Descriptive Fantasy
CASI New Horizons Baad or tbe Quad Cities
Bob G..too, Director
EI Capeo, Paso Doble............ ........................ ............Antonio Parera/arr. Harold Walters
Songs of Heritllge. .. ................. ................ ...................................... .Clifton Williams
Holiday for Trumpets...... ...... ......... .N.... .......... ................David Rose/arr. Eric Osterling
Under tile Double E8gIe March............ ...... .................... ...... ............... ....J. F. Wagner
Beguiue for Tromboues..................... ............... ............................. James Christensen
Salute to Bob Hope.......................................................................Arr. Warren Baker
Iowa City New Horizoas Baad
Doa CoOiJum, DIrector
Folk Song Suite (No.1 - March-"Seveateea Come Suaday")........ ....Ralph Vaughn Williams
Irish TUDe from Couaty Deny............................. ................................Percy Grainger
Prelude & Fugue ia Db................................................J. S. Bachlarr. Roland Moeh1mann
SeIectIoas from Cbic8go............................................... ............ .......Arr.Ted Ricketts
Conducted by Erin Wehr-Flowers
Rough Riden ............................................................ Karl Kingfarr. James Swearingen
Big Baud Bash............... ...... .......... .............. ......... ............... ..Arr. Bob Lowden
Combiaed Baads
The Star Spangled Baaaer... ........................................Frances Scott Key/arr. Bill Moffit
Frank Piersol, Guest Conductor
The Sousa SCramble..................................................John Philip Sousa/arr. Paul Murtha
Luman Colton, Cedar Rapids Assistant Director
Air for Baud......................... ..... ................................. ................... ..Frank Erickson
Bob Gaston, Quad Cities Director
Big Band Classics......... ................... ......... ............... .......... ...........Arr. Eric Osterling
Diane Blake, Cedar Falls Director
Themes Like Old Times................................................................Arr. Warren Barker
Don Coffman, Iowa City Director
THE UNI NEW HORIZONS BAND
Bill 8bepbard. Dinll:tor
n_ AIte So T..--
Ann Biede Paul BritmIm Ann Biede
Oail~ NlDde HlIIIdorf SblrIey Friar
8II81II Hall IAwis Lynch SbIrIlII Ooeres
Doria HewIitt Vivian Shane Dicit Lynch
Bsd1er Klefk Bob Sbafilr Jem PotnIz
Te_ Sax Marj Sbaft'er
Oboe
JoIm JiJnes Donna,SdIkube.1I" E.......,...rtt.e
Steoe Zarifis WlDda McDowell
CIarlaet Bartt.e Salt Charles Spicher
Ilunk1e BecIter
FaWII Bucltner Mary JlDe Sbafi:r T_
JoIm IknnID ConetITnmpet Howard L)'IlO
JlDe McMurdty Roland Bnm Bob Roae
Marjcrie Osborn Gary Lettow
Marlme Schmidt Mih Mikesh lere__
0ClII Wmdt Gloria Sigplkov Shirley Friar
Ed Stacbovic Viola Polk
Da_ Lee TriptiU Dicit Shane
Shirley Mikesh June Stoskopf
Freacl Ban
Lauraine Baker
Mary Stoc::keIIDd
lOW A CITY NEW HORIZONS BAND
Don Cofflnan, Director
n_ Baa ClariDet Tl'OIIlbolle
Lucille Martin Jom Buxton Dan Brindley
Dicit Mitd1eU Lisa Walz ]em Costa
JlDd NellIOIl Chuck Kreeb
Oecrge Paterson AIte Sax Hal Richerson
Kay Sdmeider Guido Bulgarelti Km 81ll111legef
B1emor Taylor Clemens Full Dlnny Stamp
Wil1iam Laubengayer BiI11borne
Oboe Beverly Mueller
Judy Klapper Margaret Richardson
Terry Powell Sbeila Stevenson E....OIlIIlllllbartt.e
ClariDet Jon Cryer
Tenor Salt Bob Engel
Gordon Cantor Jack Cazin Oecrge Gay
Richard Caplan Larry FOlUltain Carol Horton
Helm Cbadima
JoIm CllI1Iler Coraetffnmpet
Mary Pat Conway Dave Allen T'"
roo Corwin Kathie Belgum Linda Fisher
Harold Engen Roger Fisher Wtlliam Gauger
Dave Funk Nina KinIDl Wallace Johnson
Mary Hansa1 Lambert Neill Delmar Larsen
Darlme }inoIcin!l()l1 Ed Rogers
Barbara Kuncl Nancy Wori1bacber
Jem Lloyd-Jones lere_1oa
Jom Michel Frencb Bora Adelaide Bulgarelli
Ivan Schwabbauer Glorioe Berry Wayne Cbadima
Gene Spaziani Jeanette Carter Sue DaI1am
Betty Wmokur Jan Hubel SaUy Jablonski
AltlI ClariDet Glenn Jablonski Duane Means
Chuck Thayer Janet Rawley Virginia MelDs
THE CEDAR RAPIDS NEW HORIZONS BAND
Alan Lawrence, Director
Luman Colton, Assistant Director
Flate
Judy Brown
Joan Jacob
Ellen Mahaney
Mary Etta Pearson
Dorothy Readnour
Tenor S.,.
JoIm Schweitzer
Dr. Bob Swaney
Trombolle
Lizz Byse
David Crew
Miriam Golay
Albert McNeill
Russell Wilkins
Clarinet
Bob Colby
Sharon Colton
Lois Foster
Jean Glaza
Ralph LaCombe
William Laubengayer
Susan Millar
Pat Turner
ClIrnetffrumpet
Bob Byse
Viola Koster
Dr. Dennis Kral
Doris Larson
Bob Melsha
Robert Noonan
Lee Stevens
Dave Yeoman
EuphonlumlBarltoue
Cliff Haverkamp
Mary Lou pazour
Gene Pugh
Tuba
Sid Blair
Kenneth Kirby
AltoS.,.
Jim Brownell
Marcia Bruggink
Jack Hicks
French Hora
Luman Colton
Diane McNulty
Pare_ion
Dale Crosier
Janice Cummings
Joyce Hutchins
CASI NEW HORIZONS BAND OF THE QUAD CITIES
Bob Gaston, Director
Oboe
Sandy Stoltenberg
Baritone Sax
AI Steinbrecher
Trombone
Jim FilzPatrick
Maynard Hatch
Pat Keete
Richard Medd
Norm Peters
Dean Strom
Lloyd Thoensen
Arli.. Whisler
Ambrose Wiley
Flute
Frances Fostrom
Eleanor Hunsley
Dorice Miller
Carolyn Millhorn
Sharon Pinnick
Alto Sax
Richard Boyler
Bill Moellering
Marie Monty
Teuor Sax
Byron Chant
BBSS Tromboue
Gene Leetch
Clarinet
Carol Carroll
Janet Christensen
Charles D'Camp
Jan Dudley
Gayle Hartman
June Hessell
Phyllis Ludwig
Barbara Miller
Phylis Pecoraro
Joan Taube
Bonnie Walling
Coraetffrumpet
Johnny Adams
Lynne Baze
Bob DuBois
Willis Good
Tony Hamilton
Pat McGrath
Norman Miller
Mary Mowat
Vivian Norton
Jim Shafer
Eupboniumlbarltone
Dwight Collison
Jeannie Eichhorn
Ken Jessen
Don Ockelmann
Tuba
Cliff Howell
Bob Taube
Dave Trent
Bassoon
Sue Youngberg
French Hora
Barb Buening
Eileen Buzzell
Bill Osborne
Evonne Welp
Pereussion
Bob Danico
Willis Ganahl
Jack Harden
Barb Long
Bob Long
Archie McKelvie
~1
The generous support of the following sponsors has made
this event possible:
Iowa City/Johnson County Senior Center
West Music Company
City of Iowa City
Hills Bank and Trust Co.
U S Bank:
Iowa State Bank: & Trust Co.
Ray Wombacher Construction
Lensing Funeral and Cremation Service
City Electric Supply and Lighting Studio
West Batik
APPLICATION FOR COMMUNITY EVENT AND PROGRAM FUNDING
FY2007 (July 1, 2006 - June 30, 2007)
~
.. ,h
---
CITY OF IOWA CIl
Name of eventlprogram:-.Bi k.e - iV\ ne~ter
Date(s) of event/program: Jv"" - Sep+"''''''be..... 2.06(, (bi-We.ek\iJ B P'-Oj"'''''''')
Did you receive funding from the City for this event/program last year? Yes 0 . No.Pi(
If yes, how much - July 2005 (FY06) $
Amount requested from City of Iowa City - July 2006 (FY07) $
Location ofevent/program: O,,+Joors - Public. Actes:; Te\evis.id>'\ - 2-0(, L~",ypfte Stre.e+
Name of organization:_P"b\; c. Au:.e S~ Te.\e.v",s',ol"\
Contact person: AO\ro>'\ v",lJe'Z- DayPhone:2]'f.'338.iO';S
Mailing address: Street 1.ol, L<>.-\''''yel-l-f' Stre.e+ City -row", C i+y Zip 5'2.:2-'-/ D
Estimated number of individuals expected to attend: {,D - B D / fc-oya""
Describe the event/program and all activities that will occur: (r.ee ".J.j.o.c\.... J-.J Ot ",""e~ )
How does this program/event benefit the Iowa City area? (<.ee. "J\-""Je.cl Joc..,...,,,"" )
If this is an increase or decrease from previous City funding, please indicate why:
-+ $ bOOD
nor"t"iuMo $ 00
$ 00
$ '2.0D
$
Total Budget for EvenVProgram $ 1>100
List Proposed Revenue Sources
Description' Requested Amount
Requested City Funding $ 600
p.b ;~ Au.es $ 7...00
."h;lJ... $ 0
$ 00
$ ~oO
Totai Funding for Program $ 610D
'List public and private organizations, sale of items, etc.
This application must be filled out completely. If more space is necessary an additional page may be submitted.
Applications must be received on or before November 1, 2005, to be considered for FY07 funding. Please submit to:
Stephen Atkins, City Manager
City Hall
410 E, Washington Street
Iowa City, IA 52240
Applicants will be notified of the Council meeting when funding allocation discussion will occur. Call the City Manager's
Office at 356-5010 if you have questions.
Community Event and Proaram FundinG
Describe the event/program and all activities that wlllocx:ur:
Bike-In Theater is a free, bl-weekly, outdoor film and video screening series sponsored by Iowa
City Public Access Television showcasing adventurous local and international work In a unique
cinematic environment. Summer 2006 will be the second season of Bike-In Theater. Our first
season last summer was a huge success, receiving coverage in the local press and developing a
loyal local following. Attendance was estimated at more than 150 people over the course of the
series.
The 2006 Bike-In Theater series will consist of (8) bi-weekly screenings from June - September
2006. Screenings take place outside of Public Access Television at 206 Lafayette Street (caddy-
corner to Hawkeye Lumber) In what has become known as the "Parking Lot Theater." Films are
. projected onto a large 15' x 15' screen attached to an outer building wall. Classic theater
seating, lawn chairs, sofas, and picnic tables cover the parking lot.
Bicyclists, as well as non-bikers, are invited to cruise over to our outdoor theater at sundown,
enjoying the cool Iowa summer night. When they arrive they are greeted by all types of bikes-
recumbents, cruisers, racers, tandems, mountain bikes, and homemade contraptions, as well as
pedestrians, bus riders, people with dogs, and car drivers.
Our pre-show entertainment consists of funny and enlightening visuals related to the screening.
Ex: Before a documentary about the art of hand-fishing for catfish in Oklahoma entitled Okie
Noodling we projected classic black and white science films about tuna fishing and hatcheries
with country blues music like Taj Mahal's Fishing Blues.
As darkness falls the night's show is introduced and thanks are presented to participating
organizations and businesses. For each show we put on a theatrical production or side event
incorporating the theme of the film.
Ex: For a night of old and bizarre educational films from the 50's, 60's, and 70's, provided by the
AfV Geeks Educational Archive, we presented the program as a junior high school assembly
complete with a Vice Principal bestowing the virtues of paying attention to the lessons in each
film. At the end of the screening we surprised the audience with a pop quiz.
Ex: For a program of beautiful found videos presented by Found Magazine we held the State of
Iowa Found Object Championship. Viewers were invited to bring in their best found item,
photos, notes, flyers, and objects. Local/international artist John Freyer presented the entries
after the screening and awarded the State Champ with a found object-encrusted crown.
This year's tentative program includes an 80's Film Night where viewers dress up in their favorite
1980's outfit; the beautiful, independent documentary about art cars Wild Wheels featuring
local art bikes; the underground re-imagining of Harry Potter and the Sorcerer's Stone entitled
Wizard People, Dear Reader, the "Second Annual State of Iowa Found Object Championship"
with the cult-classic video TV Trauma, Songy Challenge performance art/live music/video by
local artist Jamal River, experimental video collage Workout by local/international video artist
Aaron Valdez, the acclaimed independent documentary The Bird People, and we11 end the
series with an Open Screening of local films and videos.
How does the ptY1gram/event lHmeflt the Iowa City area?
BasIcaUy, Bike-In Theater Is something fun to do on a Wednesday night in Iowa City that also
enrlch~ Iowa City's culture and art scenes. As an event It works on several levels: it brings
together small groups, friends and families who plan to ride In packs to the screenings. These
small groups then all join together at the screening. It's a mix of punk rockers on homemade
bikes, couples on tandems, road racers in spandex, high school friends, people with their dogs; a
true slice of the community that has this common bond of getting out and doing something
different.
The location of the event off of South Dubuque also brings people into a part of the town that
Isn't often explored. It invites bike riders to use the nearby Iowa River Corridor Trail and also
raises awareness of the local businesses on South Dubuque such as Broken Spoke, the Book
Shop, the Studio, Endorphin Tattoo, Public Access Television, and Hawkeye Lumber.
Bike-in Theater promotes local businesses In exchange for prize donations for our screenings with
trivia and other contests, and collaborates with local non-profit organizations such as Bicyclists of
Iowa City and the Iowa City Microclnema to cross-promote related screenings. With Its dedication
to non-mainstream film/video exhibition Bike-In Theater continues its connection to like-minded
arts organizations and mlcroclnemas nationwide such as Aurora Picture Show in Texas, Squeaky
Wheel In New York, and A/V Geeks Educational Archives in North Carolina. This connection
brings national recognition to Iowa City, helping boost its Cultural capital.
This year BIke-in Theater will promote and exhibit more work by local artists. The success of last
year's screening led several attendees to request to screen their own work, so this year we have
added an open screening to show short films and videos of local artists, as well as two other
screenings featuring new work by local artists.
Bike-in Theater provides a venue for seeing films not readily available through the local Cineplex,
chain video store, or other outdoor screenings in Iowa City parks. Our films cater to an older
audience from 14 and up, yet we still provide a free, safe, non-alcoholic form of entertainment.
People who enjoy art, politics, theatre, good music, and a good laugh enjoy Bike-in Theater.
...-_. -_.&~-""J .... ~....-.:; "eJ.t::' l:Ollege. where she wants to ..........."'J ~ '='iUc:UJ..v aucunant at least 100.000 sQuare feet of
-_ _~___&&_ u....... about her refusal tu eat commercial space in the Iowa
I ----___ its. Pius. her parents, Diane behind it. major in hydrology. or wa.
I niversrty meat. She's been a vegetart- River Landing District.
y Credit and William McCoy. were ..[ guess you could kind of ter-speciflc environmental an since she was [2.
tine beginning to wonder about think of me as a car that's studies, "[ realized that [ had gone That structure is expected
I Ll:3tl p.m. all the extra trash piling up spinning its wheels. I don't Her decision to focus on to open in 2007 and serve as a
at their house, feel like I could do anything water was fueled by the Riv- two or three days without connection point for local and
[I involve eating meat. so [ decided to interstate buses.
lberies "Now. I just leave people right now:' she said. "rve ers to the Sea: Student see how long I could go."
I n. alone. " McCoy said. "It gotten myself kind of a bad Ocean Conference last
I rtIlIJId wasn't fun being teased reputation because of how I month at the National Mis- ~ McCOY, PAGE 2D . Cornact the wnter. 1319) 139-J~57 or
I ..-t of the lac1l;.kuch~ecommunICBOOnl!l.ccm
I nd pose
Iblic. PATV's 'Bike-In Theater' has film fans pushing pedals
aining
tedto
and will
me and By Meg/Ian SIms movement in the late 19908. sweat from their faces as they
dia. Afternoon storms may have coasted lIl. FYI
Iatioo. The Gazette
IOWA CITY - For local scared off some potential at. The two had raced 10 1/2
filmmaker and Public Access tendees, but the premiere at miles from dinner atlguana's . Dales: June 22, July 6. July
Television operations director 206 Lafayette St. still screened Grill in North Liberty to 20, Aug. 3 arnl Aug. 17
I Aaron Valdez. it's not just for a 4O-person crowd, make it in time, . Time: Begins at sundown:
I what you're watching, but The free event will contin- "It's like a super fantastic runs about two hours
how you're watching. ue bi-monthly through Aug. great idea." Chamberlain said . WIlere: Parking lot of PATV's
I 'em! Last Wednesday night. 17. before settling into a plush station. 206 Lafayette St_. Iowa
I' P A TV launched the f'1I'St in- Christopher Pestalozzi. 36. scarlet movie theater seat. City
! ties will stallment of his summertime a mechanic at World of Bikes, Valdez. who has made fllms . AdmissIon: Free
II brainchild. Bike.In Theater, 723 S, Gilbert St.. rolled into for six years. said a large part
I Reunion in the station's parking lot the lot on a crimson-, emer. of the summer's schedule at
lunday for an audience who drove. ald- and rose-colored tall bike Bike-in Theater are films family vacation videos. and
walked. but mostly biked to a he made from three bicycles film school in Austin. Texas. make by acquaintances. All karaoke performance July 20.
I ltnre a screenlng of independent doc- and parts. Pestalozzi.. who for 10 years. he appreciated filmmakers he contacted Former City Council mem-
I mil umentary films. goes by Chrispi. zooms venues such as Alamo Draft agreed to PATV showing ber Irvin Pfab. 72. applauded
' 'f'he The outdoor video screen- through streets 6 feet off the House. where patrons were their works for free. Valdez for "thinking outside
I re the ing featured cull classic ground. served Italian food while "They're totally into it," he the box and being innova.
"Heavy Metal Parking Lot." "I love it. ru probably watching Clint Eastwood spa- said. Independent filrnmakprs tive'"
i ;.=. ahmrt the hysterical and har- come back every two weeks," ghetti westerns. appreciate "any chance to get "If P A TV was gutsy enough
rowing circus of people out- he said of Bike-In Theater, Last Wednesday. Michael their work sbown:' he added. to sponsor it. I'll certainlv
I -aiIable side Judas Priest concerts in Valdez. 29. said he likes the Chamberlain. 27. owner of Future program themes support it," he said.
I . f
I 18 Tee 1986. and "We Are Traffic." idea of watching films in ai. The Broken Spoke bike shop. will include one of "lost and
' i be which trace. the evolution of ternative environments. 602 S. Dubuque St" and fellow found" media. featuring un-
I . Contact the wrrter: {319l 3J9--1161 0r
I the Critical Mass bicycle While living and attending biker Bryan Abbott. 23. Wiped earthed NASA frequency, ffieghan.Stms<ilp,:azetteeommumcatlOns.,;om
I --.--
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-~ --~~.&.~~;~~...! if ..J;(!.~t~
APPLICATION FOR COMMUNITY EVENT AND PROGRAM FUNDING
FY2007 (Jul 1,2006 - June 30,2007
~
CITY Of IOWA CITY
Nameofeventlprogl'llm: lAllA M.,indo/l ,,;;JClt90
Date(a)ofeventlprogram: n oJ'}. .;;J,(Job
Old you receive funding from the City for this event/program last year? Yes'" No 0
If yes, how much - July 2005 (FY06) $' 91;;1
Amount requested from City of 10_ City - July 2006 (FY07) $ 91 c2
Locatlonofeventfprogl'llm: /JoAl/7?bN/1 ku/<< c::;~
Name of organization: C~H/lVi C 4l-/&.z
Contectperaon: A1..,.e.n k/,Lb6y ,/A:iA ~,fY Day Phone: EPJl~//,)./P'?f?-3J"::t-O
Mailing address: Streel::;?lJ S. ~./OKe J7": City /oft/a ':::;1, A Zip /);).,;) ~
{
Estimated number of individuals expected to attend: &'0 - 100
Describe the eventfprogl'llm and all activities that will occur: It
ca
SIM-u :::L/~cl ~ ::t:~ tLnc/ J/?aLY;4~'/ h,,;~
.mu <l'v - oUv'. ,.,4t1~ ,;z,z. .' ?p_~
/ '
How does this progl'llmlevent benefit the 10_ City area? .Jl~~~> top.(,' r- ~~
t'<'~/i? 7' ../M .L/fj ~ fd~ /f' 4/. ~.,1 h.#pe~ "kcd'a--7 vr~7f
If this Is an Increase or decrease from previous City funding, please Indicate why: /70 cAa,y.?-
."
Ii//.
Total Budget for E
$
$
$ DO
$~fo
$
$ 07/020
List Proposed Revenue Sources
Description' Requested Amount
Requested City Funding $ 'f:!.J
COrl rl.... /"'~~ $ .:350
UJ.. ,.~ .r......rk~ $ 200
$
$
Total Funding for Program $ _,la-;;/-
Estimated Major Expenses
Description Amount
7
*
dJ
'"
,
'UsI public and private organizations, sale of items, etc.
This application must be filled out completely. If more space is necessary an additional page may be submitted.
Applications must be received on or before November 1, 2005, to be considered for FY07 funding. Please submit to:
Stephen Atkins, City Manager
City Hall
410 E. Washington Street
10_ City, IA 52240
Applicants will be notified of the Council meeting when funding allocation discussion will occur. Call the City Manager's
Office at 356-5010 if you have questions.
~D~
November 3, 2005
Stephen Atkins, City Manager
City Hall
410 E. Washington St.
Iowa City, IA 52240
Dear Steve:
Attached is the application for Community Event and Program Funding. I sincerely apologize for
it being late. I met late last weekend with the Executive Committee for the Downtown
Association and discussed how to proceed with this, then was out oftown Monday - Wednesday
this week.
I hope you'll stilI be able to consider our request. lbis is a new program that we're hoping to
sponsor next year and the funding is an integral part of making this event a success. The actual
holiday lights and trees would be visible for approximately six weeks (mid-November through
December) and we plan on adding a variety of related holiday activities downtown in
conjunction with this event.
Please let me know if you have any questions regarding this application.
Thank you,
~
Lisa J. Barnes, CMP
Executive Director
Enclosure
PO Box 641 [owAOTY,IA52244,0064. VOICE: 3[9,354,086,-
d""'iO~/)c:i~Cil'l~'c.o"'"
EMAIL: ata@jnn.M:':' A~I. www.downtowniowacity.com
APPLICATION FOR COMMUNITY EVENT AND PROGRAM FUNDING
FY2007 (July 1, 2006 - June 30, 2007)
I! 1
f~ti'lIt
"':'''.!!!.!.I.'-
... __ Jf
CITY OF IOWA CITY
N!lmeofevent/program:--J-\o\\d~ Lf5-nT~ '", Tn:m-A-Tn!.t"'_
Date(s) of eventlprogram:~Q\f . - bee.. ;).DOI...t,
I
Old you receive funding from the City for this event/program last year?
If yes, how much - July 2005 (FY06)$'
Amount requested from City of Iowa City. July 2006 (FY07) $ 4tJDD
Location ofeventlprogram:~A c.~ Cul kt. \ ])\~;/t(\- c..-\-
Name of organization: DO~f\tDu.)n p.,~~n. D-t- :I:ow"b c..~*'1
Contact person: Li: ~ 0. l31).rneS Day Phone: 3S'-\;- OS14 "0
Mailing address: Street 3~S f. W~~n\n<J~ '5t. City 'I.o~"b. ~ "t--ZiP SJ..=t4D
Estimated number of individuals expected to attend: ~ 5{)(y) ~
Yes a
No.
(;tOb"t
~~ lM..r
+ime. ~
Describe the event/program and all activities that will occur: "Bu.~1:n~5x~ u.)i~'n *'e. Nt D
~:J:~c.t;~. iS~p;:: :~:M:~ ~~~d\"~::~~ ~~~~: ~~
p\NC"'I 10 ''''''-1::> \'\Ie. c'>n~.a 5o-.c>c>\~ t.>~.n:n':) ~e I">\'{'D(-n....".\-\.\ ~ ~
How does this program/event benefit the Iowa City area? .:I -\- e.nC-tl u...r 0':1'- ~ -pP(),? \e.
-k> ~~ e..'J..\,\~\e. r\r,\Jo.:)(")-Th\~..,-n :t.e.. ~A :'ifP1l.t. O\r>'l"\~ \v-re.
If this is an increase or decrease from previous City funding, please indicate why: :to\- 1: ~ ~
\n('fe.'h.~e.. dv.Jl. ~ -\\\e... o.~>nDr'\ o-f- -\-\-Ie.. he\.\ ~ ~'5 .
Description
Amount
List Proposed Revenue Sources
Description" Requested Amount
Requested City Funding $
. b",~i
Estimated Major Expenses
L~
$
$
$
Total Funding for Program $ \0 COO
'Ust public and private organizallons, sale of items, etc.
p,
De n
Total Budget for EvenUProgram
This application must be filled out completely. If more space is necessary an additional
Applications must be received on or before November 1, 2005, to be considered fo
Stephen Atkins, City Manager
City Hall
410 E. Washington Street
Iowa City,IA 52240
Applicants will be notified of the Council meeting when funding allocation discussi
Office at 356-5010 if you have questions.
dCCo(bk ~C>l'V\e 0+. -*,e ~~. The nO\\6~ h~n.~ W\\.\
'o~ e~~Oe6 ~(,,"bu..5~ou..~ +ne 6c..c..t> +0 -He.. ~e.. ~e..~
-to~e...\-ne.c, ,he. Yl\t:>f\6; \J.)e. ~e <e<1..~1i.NJ \";> -h>?u.t""-
C"'~~c:. '(\eu.') ~oo;*,C(\b\- 'nb\.\d~' \\~'n-T~ ~ ~ ~ee";)
..~, -\ne. (.bm?e..-\.;:\-\cn. \,C)l(""L\\>~-T\("\J 'o1A1:>\ni~~e~
\,),)\ \\ \,fC>\l'\Ot.. ~ de..c..c>((:~~Dn':> ~("' ~e. ~~ ~5
we.\\ ~~ ?(\2-e~ ~(' ~c.. ~~\ns~.
l:if;,t\~' I
,.,jl,._.. ; !
F. James Bradley
Byron G. Riley
Michael K. Denney
Pafrick M. Courtney
Donald G. Thompson
Kelly R. Boier
Gregory J. Seyfer
Dean A. Spina
Joseph E. Schmall
Bradley G. Hort
William J. Neppl
William T. McCartan
Maureen G. Kenney
Vernon P. Squires
Timothy J. Hill
Poul D. Burns
Michael J. Pugh
Janice J. Kerkove
Shonnon P. Thompson
Kevin C. Papp
Laura C. Mueller
David J. Zylstra
Kimberly H. Blankenship
Sarah E. Swartzendruber
Tyler G. Olson
Joseph W. Younker
BRADLEY & R.lLEY PC
ATTORNEYS AND COUNSELOR.S
CEDAR. RAPIDS, IOWA CITY
TOWER PlACE
ONE SoUlH GUlERr STREIT
IOWA CfIT,lA 52240-3914
TELEPHONE: 319-466-1511
FAX: 319-358-5560
Counsel:
Melissa Weets Anderson
Boston, fv1.A
1.800.353.2665
WEBSITE ADDRESS: www.bradleyriley.com
E-MAIL ADDRESS:dthompson@brodleyriley.com
DIRECT DIAL: 319-861-8727
October 31, 2005
VIA HAND-DELIVERY
Mr. Steve Atkins
City Manager
City ofIowa City
410 E. Washington Street
Iowa City, lA 52240
RE: Community Event and Programming for FY07
Dear Mr. Atkins:
The Summer of The Arts, Inc. is pleased to submit this request for your review. Our application for
City funding is really a combined request, as our non-profit organization was formed to raise funds for
and produce the following events: Iowa City Jazz Festival, Iowa Arts Festival, The Friday Night
Concert Series and The Saturday Night Free Movie Series.
These four individual/ree community events, held in downtown Iowa City, will run throughout the
months of May - September. These events have enriched and enhanced the Iowa City area for many,
many years, helping to make our community a cultural destination point in the Midwest.
We look forward to the City ofIowa City's partnership in our cooperative efforts to keep these/ree
events an ongoing part of our community's diverse, cultural atmosphere.
Sincerely yours,
BRADLEY & RILEY PC
~ G- .-C- \-';::,..-..a!:k" C \"" G-<L~)
Donald G. Thompson
Enclosure
{00284730.DOC}
Cate(s) of event/program:
I 1 I
:f:~~~'1If:
"<:.~ ....~
___ M
CITY OF IOWA CITY
. .
APPLICATION FOR COMMUNITY EVENT AND PROGRAM FUNDING
FY2007 (July 1, 2006 - June 30, 2007)
Name of event/program:
~~ UJ06
Old you receive funding from the City for this event/program last year?
If yes, how much - July 2005 (FY06) $ It) (J 0
.
Yes~
Noo
Amount requested from City of Iowa City - July 2006 (FY07) $ ) ,CJtPtP
~
Location of event/program: b1 i, .I~,,_ ~ 6l ~ 5r -
Name of organization: ~Ie...jl -k-~~ ~~/ ur~/IdL ~ ~
Contact person: --.c::~./i s C-U/l{z.- Day Phone: -g,c, 3:;: q - 0 '10 I
Mailing address: Street Lj () I S. C r I k.d Sj City / () aPe ~ Zip S-ZLl.fD
Estimated number of individuals expected to attend: I ~ S-D
Describe the event/program and all ~ctivities that will occur: 13~. trn Z<o 0 s-. tLHe~Z
@D~~~~cUC. ~-/(~~4-
A ~ c..e- (::z." or . hrv't..u-...:f: j" ffi~ ." ~ )-
1/
I,
O€J. t) CJ
List Proposed Revenue Sources
Description' Requested Amount
Requested City Funding $ () 0 t!J
~vB $ S?
$ . ~
$
$
Total Funding for Program $ (!
'Ust public and private organizations, sale of items, etc.
Estimated Major Expenses
Description Amount
Total Budget for Event/Program
This application must be filled out completely. If more space is necessary an additional page may be submitted.
Applications must be received on or before November 1, 2005, to be considered for FY07 funding. Please submit to:
Stephen Atkins, City Manager
City Hall
410 E. Washington Street
Iowa City, IA 52240
Applicants will be notified of the Council meeting when funding allocation discussion will occur. Call the City Manager's
Office at 356-5010 if you have questions.
I! I
-.... .........
!~~;!!"t.
"'-~ -I"
---
CITY OF IOWA CITY
APPLlCA nON FOR COMMUNITY EVENT AND PROGRAM FUNDING
FY2007 (July I, 2006-June 30, 2007)
Name of eventIProgram: Operatin~ aopropriation reouest. The mission of lCHS is to be a oublic center
oflearnin~ about the historical and cultural heritage of Johnson County of which Iowa Cily is a signilicant
Dart. JCHS serve as a reoositorv of community history with over 10.000 artifacts and do oral histories 10
put a voice to them We do a variety of sDecial events. orog:rams exhibits school field trios summer
camoimz pr02.fam tours and DubHe $Oeakiml efilla~ements.
Date(s) of event/program: Various dates and times throu~hout the vear.
Did you receive funding from tbe City for tbis event/program last year? Yes X No
If yes, bow mucb - July 2005(FY07) $4.000
Location of event/program: Throumout 10boson Countv includin~ Iowa City.
Name of organization: 10boson County Historical Society
Contact person: Matllaret Wieting Day Phone: 351-5738
Mailing address: P.O. Box 5081. Coralville IA 52241
Estimated nnmber of individuals expected to attend: Approximately 10 000
Describe tbe event/program and all activities tbat will occur:
Our award winning curriculum program,"Be A Guest oftbe Past" A Visit to the 1876
Schoolhouse," has now served over 1200 5th graders from the Iowa City Community School District. Our
summer campin~ program in sponsorship from the Iowa City Recreation Department continued to serve
around 144 K-3 grade children in 2005. lCHS plans an old fashioned baseball game witb "Field of
Dreams Ghost Players" playing community players. lCHS will continue to do tours of Oakland Cemetery,
walking tours, and added exhibits and programs as we anticipate a permanent location in 2006.
How does tbis program/event benefit the Iowa City area?
Events/activities bring people to Iowa City, press coverage highlights the community, and lCHS
helps preserve and interpret Iowa City history.
If tbis is an increase or decrease from previons City funding, please indicate why:
The request for $4500 reflects an increase of $500 will help us expand our educational
programming that is primarily driven by personnel: Executive Director, Curator, 3 Camp Staff.
Estimated Maior EInenses
Descrintion Amount
Bldg. Maint. 3820
Insurance 1823
Member Exp. 2000
Programs 6000
Collections 2000
Office 8650
Personnel 74807
SubsclMemb 1200
Utilities 5500
Total $105,800
List ProDosed Revenue Sources
Descrintlon Renuest Amount
Appropriation Iowa City 4500
Appropriation Coralville 6500 (+ in-kind)
Appropriation: 10hnson County 46,000
Mgmt. Fee: Plum Grove 10,800
Memberships 17,500
Rental 2,500
ToursIPrograms/Other 18,000
Total
$105,800
This application must be filled out completely if more space is necessary an additional page may be
submitted. Applications must be received on or betore November I, 2005 to be considered for FY07
funding. Please submit to:
Stephen Atkins, City Manager, City Hall, 410 E. Washington Street, Iowa City, IA 52240
Applicants will be notified of the Council meeting when funding allocation discussion will occur. Call the
City Manager's Office at 356-5010 if you have questions.
October 31, 2005
Mr. Stephen J. Atkins
City Manager
City of Iowa City
410 E. Washington Street
Iowa City, IA 52240
Dear Mr. Atkins,
Wil
,
JOHNSON COUNTY
HISTORICAL SOCIETY
. On behalf of the Johnson County Historical Society, I would like to express or
~ppreciation for the support of our organization by the City of Iowa. JCHS is a part of
the Iowa ,City .cominunity. Our mission is to serve that public and all of Johnson County .
by furthering an appreciation of the historical and cultural heritage though education,
prbservation, and interpretation and support such as that ofIowa City supports that work.
Very truly yours, .
1~~1Jj)~
M~ga?etWieting
Executive Director .
Enclosure
P.O. Box 5081 . Coralvill.. IA 52241 . phon. (319} 351-5738 . fax (319) 351-5310
APPLICATION FOR COMMUNITY EVENT AND PROGRAM FUNDING
FY2007 (July 1, 2006 - June 30, 2007)
Date(s) of event/program:
4tt' Df ~ fI\twt}(Vs leGt\V'7l\
"'\l.t\~ 4. '2OOlt?
Name of event/program:
Old you receive funding from the City for this event/program last year? Yes ~ No 0
If yes, how much - July 2006 (FY06) $_4. AI7l? 0 0
Amount requested from City of Iowa City - July 2006 (FY07) $ 4,.qi:7I?DD
Location of event/program: \"'DV'4r,\, C~ ??\rK
Name of organization: \i'>vJ~ Clh3 0J)v~\V\\ \t ~I\as.
\J .
Contact person:----E\I1-1.W,\\., ~u.vv1@
Mailing address: Street ?J~r? .;." W?~\'\I~t1l11 Sr.
Estimated number of Individuals expected to attend:
Day Phone:
~?HgIlO
Zip W,?AO
City~n~'" t~
700~\r/
Describe the event/program and all activities that will occur:
J11l1Y1. ~J1c\i,Ml.f.L.rn'(\<\,kJ -fubtl. V/~tlolS, (l.OY1&~OVl ~vi. ~ fiWDru i\~
How does this program/event benefit the Iowa City area? It
.-a.v:
If this Is an Increase or decrease from previous City funding, please Indicate why:
Estimated Major Expenses
Description Amount
$
$
$
$
$
Total Budget for Event/Program $
List Proposed Revenue Sources
Description" Requested Amount
Requested City Funding $ , 00
$
$
$
$
Total Funding for Program $
'Ust public and private organizations, sale of items, etc.
This application must be filled out completely. If more space is necessary an additional page may be submitted.
Applications must be received on or before November 1, 2005, to be considered for FY07 funding. Please submit to:
Stephen Atkins, City Manager
City Hall
410 E. Washington Street
Iowa City, IA 62240
Applicants will be notified of the Council meeting when funding allocation discussion will occur. Call the City Manager's
Office at 356-5010 if you have questions.
APPLICATION FOR COMMUNITY EVENT AND PROGRAM FUNDING
I! I
-- =, -112...
:t~W;t::...
"<::.~ ....~
FY2007 (July 1, 2006 - June 30, 2007) C- - ,- · C
, ITY OF OWA ITV
Name ofevent/program:--1Z.J vif?iJ.c 1he41Y..e... .<)ht\~../ ~vo-l
Date(s) ofevent/program: ""A~_tS' - . JU \~\ t 1...OOlp (Y<h<.t\..Y'41J ~ ~~C4S~
Old you receive funding from the City for this event/program last year? Yes 'yO No 0
If yes, how much. July 2005 (FY06) $ 1),000
Amount requested from City of low.a City. July 2006 (FY07) $ f;",000
LocatlonOfevent/progran:t:~bWt'y LA~OLN~ 6~
Name of OrganIZatlOn:~~ \ vtV'Si~H <:.-
Contact person: 5(1fl1 CLL..e./1 Vi. DayPhon!l: <3~1- \3Ct>o
Mailing address: Streel~1 ~ "I. f-f\ l bex{- ~LCllyJV WIl {l ~ZiP 5' 2 ztff:
Estimated number of Individuals expected to attend:_(p I SOD
Describe the event/program and all activities that will occurJ\w''f.Y";'' de- ~1Y'" - ~iLLbiV"'e /Iv.
Ct1W\~f tk 0101 ~1I..('~~ fw~ ~e~ ~
~~~t~~~~~.~::~~~S~(~ f;ltft1n~~~
s ~ I
.:L. 1/ I LU-- e. cL-.
If this is an Increase or decrease from previous City funding, please Indicate why: fy- al.JAcl1W1
{fH\€7 ~.t.. Lna-a~J. (l~ ibL:lW~WL Wf>LllJ l..L.kL -tD ~W-the..,
.L" en:\- 'I'IlO'Ye.. u.., V.
Estimated Major List Proposed Revenue Sources
Description Description. Requested Amount
$ Requested City Funding $
$ $
$ $
$ $
$ $
Total Budget for EvenllProgram $ Total Funding for Program $
'Ust public and private organizations, sale of items, etc.
How does this program/event benefit the Iowa City area?
.
This application must be filled out completely. If more space is necessary an additional page may be submitted.
Applications must be received on or before November 1,2005, to be considered for FY07 funding. Please submit to:
Stephen Atkins, City Manager
City Hall
410 E. Washington Street
Iowa City. IA 52240
Applicants will be notified of the Council meeting when funding allocation discussion, will occur. Call the City Manager's
Office at 356-5010 if you have questions.
Income
Earned Income
Tickets
Merchandise
Concessions
Total Earned Income
Riverside Theatre
2006 Shakespeare Fest budget
108,000
1,000
10,200
119,200
Contributed Income
Individuals
Business/Org/Found,
Grants (gov/found/org)
Total Contributed Income
Total Income
15,000
12,500
13,000
40,500
159,700
Expense
Artistic Expense
Personnel 60,592
scripVscore/supplies/office 2,555
Total Artistic Expense 63.147
Production/Technical
Personnel 18,215
seVcostume/supplies/equip 14,230
Total Production/Tech Expense 32.445
Marketing Expense
personnel 5,507
prinVposVsupplies/design 7,080
advertising 9,260
Total Marketing Expense 16,340
Patron Services Expense
personnel 14,786
prinVposVsupply 600
concessions 5,021
Total Patron Services Expense 20.407
Administrative Expense
personnel 12,056
Total Administrative Expense 12,056
Development Expense
personnel 18,054
direct appeals 125
Total Development Expense 18,179
Facility Expense
office equip exp/repair 425
facility equp exp/repair 2,222
Total Facility Expense 2,647
Total Expense 165,222
City ofIowa City
Aoolication for Community Event and Program Funding
FY2007 (July 1. 2006 - June 30. 2007)
Name of event/program: "SUMMER of THE ARTS" which includes:
Iowa Arts Festival. Iowa City Jazz Festival. Friday Night Concert
Series. and the Saturday Night Free Movie Series.
Dates of event/program: Iowa ArtsFest-6/l-613/06. Iowa City Jazz .Fest-6/30-7/02/06. FNCS-
Every Friday Night. May-September. and SNFMS- Saturday Nights.
16 weeks throughout the summer.
Did you receive funding from the City for this event last year? YES. as separate organizations
H yes, how much - July 2005(FY06):
$18.075.00 total.
Arts Fest = $7.000.00.
Jazz Fest = $6.075.00
FNCS = $5.000.00
Amount requested from the City of Iowa City - July 2006 (FY07):
$50.000.00
Location of event/program: Old Capitol Cultural District. Down Town- Iowa City
Name of Organization:
Summer of The Arts. Inc.
Contact person:
Mailing address:
Don Thompson
Bradley & Riley. P.C.
One South Gilbert Street
Iowa City. IA 52240
Day phone: (319) 861-8727
Estimated number of individuals expected to attend: Approx. total for all events = 67.800
Arts Fest =. 30.000
Jazz Fest =. 25.000
FNCS = 9.600
SNFMS = 3.200
Describe the event/program and all activities that wiD occur:
The Iowa Arts Festival is a free community event, funded by private and government
grants, and corporate and individual donations. The Arts Fest's primary events include:
A. An art fair, featuring over 100 local and regional visual artists, displaying and selling their
artwork.
B. A music festival, featuring local, regional and national performers.
C. "Culinary Row", featuring a variety of local food vendors offering tastes of regional and
ethnic food.
{0028472l.DOC}
D. A variety of activities and entertainment, both creative and educational for children,
including "Global Village" and "Children's Day".
The Iowa City Jazz Festival is afree community event that takes place in downtown Iowa City
for three consecutive days in July. The Jazz Fest has presented a consistently high level of
musicianship, treating audiences to some of the very best jazz performers in the world. A vital
component of the festival is the focus on Jazz education, collaborating with the U of I to provide
workshops, free of charge for high school jazz students Area high school jazz bands have been
featured as "openers" for some of the world's most influential jazz artists on our stages. The Jazz
Fest has been named one of the "Top 10 Festivals in the Nation" by Downbeat magazine.
The Friday Night Concert Series is afree, family- friendly, musical event held on the Ped Mall
in downtown Iowa City. For fourteen weeks, from May through mid-September, this event
features live music performed by local bands each and every Friday night. A diverse audience of
all ages and cultural backgrounds, whose numbers range from a few hundred to a few thousand
people, come down to dance and enjoy the music, while children splash in the fountain or climb on
the playground equipment.
The Saturday Night Free Movie Series is an outdoor film festival, held in downtown Iowa City
on the Ul Pentacrest. Each week a family-friendly, feature length film will be screened for our
community to enjoy, free of charge. Audience members are invited to bring their own lawn chairs
or blankets for seating on the grass. This event has been supported by private donations and
partnerships from local businesses in our community, the DTA and the U of!.
How does this program/event benefit the Iowa City area?
Collectively, these four events all enhance and enrich the cultural atmosphere and diversity of the
Iowa City Community. They do this by featuring nationally recognized performers playing on the
same stages with our own local musicians. They showcase artists and their works from all over the
country and share glimpses of other cultures through art, film and food. All of these events are
provided free of charge to everyone, this alone is a wonderful benefit to our community. No
matter what your income level is, you can come and enjoy local, regional and national artists.
These events also provide a substantial social and economic impact on our community by
pumping millions of dollars into our local economy, drawing thousands of customers to area
businesses and raising awareness of what Iowa City has to offer. Families and companies are
looking to settle in places that offer a variety of activities to become involved in and to enjoy. Arts
events and programs make Iowa City a great place to live, which in turn, makes the area attractive
to business and industry looking to expand. It is events like these, which make Iowa City a
wonderful community to live in.
Hthis is an increase or decrease from previous funding, please indicate why:
We are requesting an increase in funding from the City to help successfully launch the Summer of
The Arts, Inc., a non-profit organization, formed to "umbrella" the Iowa City Jazz Festival, The
{00284721.DOC}
Iowa Arts Festival, FNCS, and the SNFMS. We combined our efforts to assure continuation of
these individual cultural, free events, which enhance and enrich our community and local
economy. Funding sources such as the Iowa Dept of Cultural Affairs, (and other granting
organizations) are also cutting funding for individual events with small budgets, (e. g, under
$150,000.00/per year), so by combining our forces under the Summer of The Arts umbrella we
will collectively be able to apply for more and larger state, federal and private grants in the future
We need to fund a compensated, Executive Director (a stipulation for the IDCA grant) to help steer
this organization, and at the very least maintain our level of quality events, keeping them free for
our community members to enjoy, amid rising costs of related expenses, such as: insurance,
equipment rentals, performance fees, etc.
We realize this is a large increase, but we believe that City funding is critical to a successful first
year of this new entity. Summer of The Arts, Inc. was designed to strengthen the currently
popular festivals by consolidating fundraising, operations and other administrative activities, while
still presenting four distinct, free events that will maintain their individual identities. We believe
this will enable us to run more efficient events, as well as improve on the level of quality
programming for said events. This in turn will attract a broader range of supporters, as we will no
longer be "duplicating" our fundraising efforts to essentially the same group of donors. In doing
so, we will make Iowa City a "destination point" in the Midwest region for cultural arts events.
Estimated Maior Expenses:
Description Amount
Executive Director
Benefits/payroll taxes
Non-event related expo
Event related expenses
Total Budget for Event/Program
$266,180.00
$40,000.00
$8,000.00
$21,480.00
$196,700.00
List Proposed Revenue Sources:
Description Amount
Requested City Funding
Government Grants
Private Grants
Private Contributions
Corporate Contributions
Event Receipts
Total Funding for Program
$316,775.00
{00284721.DOC}
$50,000.00
$18,075.00
$17,000.00
$35,500.00
$115,000.00
$81,200.00
",
SUMMER OF THE ARTS, INC.
Summary flnanclal Budgets
Sum ofthe Jazz Arts Fridav Niaht Saturdav Niaht
Arts,lnc, Festival Festival Concert Movie Series
Cash Inflows
Government Grants 18,075 6,075 7,000 5,000
Private Grants 17,000 17,000
Private Contributions 35,500 16,000 12,500 7,000
Corporate Contributions 115,000 60,000 45,000 10,000
Event Receipts 81,200 40,000 41,200
Total Receipts 266,775 122,075 122,700 22,000
Cash Outflows
Non-Event Related
Executive Director 40,000 20,000 20,000
Payroll taxes and benefits 8,000 4,000 4,000
Professional Fees, Contract
Labor, Licensing 2,160 1,300 860
Printing/Postage 2,600 600 2,000
Bank Fees 550 200 350
Rent 6,000 6,000
Meals and Entertainment 150 150
Miscellaneous 2,000 1,500 500
Supplies 2,000 1,000 1,000
Telephone 1,020 1,020
Englert Concerts 5,000 5,000
Total Non-Event Related 69,480 28,750 40,730
Event Related
Consultant (Steve Grismore) 3,000 3,000
Equipment Rent, Sound, Utilities 38,000 16,000 17,500 4,500
MusicianslPerfonmance Fees 116,000 65,000 35,000 10,000 6,000
Security 1,100 400 700
Trash 850 500 350
Marketing and Advertising 12,200 5,700 5,000 1,500
Insurance 8,100 4,000 4,100
Art Fair Prizes 1,000 1,000
T -Shirts/Event Specific 12,200 7,200 5,000
SOTA T-Shirts 2,000 1,000 1,000
Supplies 1,250 1,250
Miscellaneous 1,000 1,000
Total Event Related 196,700 102,800 71,900 16,000 6,000
Total cash outflows 266,180 131,550 112,630 16,000 6,000
Net Cash Inflow 595 (9,475) 10,070 6,000 (6,000)
Did you receive funding from the City for this event/program last year?
Yes.
Noo
If yes, how much. July 2005 (FY06) $ ,;('SCJO
Amount requested from City of Iowa City. July 2006 (FY07) $ dS/!) 0
Location of event/program: ~ ~ S;UJ~_"vJ ~ili, .s~o/.s
NameOfOrganizatlon:::r~'W\~A~:J~S~~ ~~-P~
Contact person: II /Lr/;/YI1i !1 )a;'" Day Phone: 3.'-1 g - ,;;.r;q '1
Mailing address: Street ;1/,;) Rrrj'ffJ.n; :hr. City ',.')11 [1,'1 -=-r-It_ZIP 5:J;;}<j-""
Estimated number of individuals e1l:l>..~end: .2., 000
-
Describe the event/program and all activities that will occur: T'
Estimated Major Expenses
Description Amount
+ U.s $ ;;l hI to I (
$
$
$
$
Total Budget for Event/Program $ ~ I b II
List Proposed Revenue Sources
Description" Requested Amount
Requested City Funding $
-:) $
$ JII
$
$
Total Funding for Program $ .:/4>/ 4, I
"List public and private organizations, sale of items, etc.
This application must be filled out completely. If more space is necessary an additional page may be submitted.
Applications must be received on or before November 1, 2005, to be considered for FY07 funding. Please submit to:
Stephen Atkins, City Manager
City Hall
410 E. Washington Street
Iowa City, IA 52240
Applicants will be notified of the Council meeting when funding allocation discussion will occur. Call the City Manager's
Office at 356-5010 if you have questions.
Submitted by Randy Hartwig,
Airport Commission Chair
w
Iowa City Municipal Airport
2005 Annual Report
December 2005
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AIRPORT BACKGROUND
The Iowa City Municipal Airport is located approximately two miles southwest of downtown
Iowa City. The immediate controlling responsibility for the Iowa City Municipal Airport is
given to the Iowa City Airport Commission. Comprised of five voting members and oll:!l non-
e;;)
voting advisory member, the Airport Commission is directly responsible fO(2he pl@ining,
operation, and budgetary aspects of the Iowa City Municipal Airport. The Co~~ion~ork~
collaboratively with Iowa City elected officials and city staff to ensure safe,::>ef:!ji;ier% an~
effective use of the airport to support Iowa City and the surrounding area. 9\ (") 0' \"'\1
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The Iowa City Municipal Airport is one of the busiest general aviation airports~-5~wa~ith 0
approximately 18,900 flight operations annually. It is currently home to appr~n1'atel~)4
aircraft located in 60 T -hangars and five corporate hangars. These aircraft are us~for chlKter
flights, corporate activity supporting local businesses, flight lessons, rental, pleasure, and charity
purposes. Additionally, thousands of flights in and out of the airport support important
community activities such as organ transplant at The University of Iowa Hospital and Clinics and
economic development.
Existing airport facilities include three runways, the terminal building, a maintenance facility,
hangars and aircraft fueling facilities, aircraft parking, tiedown apron and vehicle parking area.
The three runways are each 150 feet wide and have lengths of 2,553 feet, 3,900 feet and 4,355
feet respectively. The airport terminal building, built in 1951, includes a pilot's lounge, a
weather briefing room, a lobby, a classroom, vending machines and administrative office
facilities for airport management and a fixed base operator. The airport has a rotating beacon and
lighted wind indicator. The airport is equipped with a remote communications outlet (RCO) and
Automated Surface Observation System (ASOS).
The airport has been an important element in the Iowa City community since 1918 and in 1944
was placed under the control of the Iowa City Airport Commission by public vote. Since that
time the airport has remained under the governance of the Airport COlmnission with fiscal
support from the City of Iowa City. The airport is included in the National Plan of Integrated
Airport Systems (NPIAS). The NPIAS identifies the Iowa City Municipal Airport as a general
aviation airport. As a designated NPlAS airport, the federal government currently provides
funding annually for eligible capital improvement projects a t the a irport. The State A v iation
System Plan identifies the Iowa City Municipal Airport as an Enhanced Service Airport. (The
Iowa Department of Transportation has classified the III publicly owned airports into five
categories based on their level of importance to the state's air transportation system, starting with
Commercial Service, Enhanced Service, General Service, Basic Service and Basic II Service.)
Several businesses and University ofIowa enterprises are stationed at the airport. Jet Air, Inc. is
the fixed base operator offering charter flights, flying lessons, aircraft sales, rental and service,
fuel, and sale of aviation related merchandise. Jet Air has indicated they are looking to expand
their activities at the airport. In this regard, they have recently based a jet at the airport and are
looking to increase business, including more corporate type aircraft charters. The Eastern Iowa
Pilot's Association currently offers aviation courses, flight lessons and aircraft rental. Iowa City
Aircraft Repair, Inc. offers aircraft service and maintenance. Numerous faculty at The
Iowa City Municipal Airoort ... Annual Report 2005
C:\DOCllments and Settings\Administrator\My Documents\Annual,report.2005-Final Draft.doc
Page I
University of Iowa's College of Engineering use the airport for activities such as federally
funded research projects on aviation technology and atmospheric weather phenomena.
AIRPORT VISION STATEMENT
"The Iowa City Municipal Airport, through the direction of the Airport Commission, will
provide a safe, cost-effective general aviation airport that creates and enriches economic,
educational, healthcare, cultural, and recreational opportunities for the greater Iowa City area."
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"The mission of the Iowa City Municipal Airport is to support the strategic goals~e dty of.D
Iowa City and meet the needs of stakeholders." () ~ '";j., \-
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2005 AIRPORT ACTIVITIES ~ I-r\ ~ 0
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The Airport is currently in a time of significant transition as numerous changes oc~d d~g
2004-2005 and continue to occur. In December 2004, the Airport Commission created and
began implementation of a Five-Year Strategic Plan. The strategic plan was created with the
input of airport tenants and local business and economic development leaders and the guidance
of the Iowa City Planning Department.
AIRPORT MISSION STATEMENT
During this past year, the Airport Commission worked diligently to reach the goals laid out in the
strategic plan. A few of these activities and goals are mentioned in this report. Among the most
critical goals is the financial stability and decreased reliance of City subsidy for the operation of
the airport. This culminated in the listing of the Airport Commerce Park as available land for
sale. A large portion of this property is subsequently in the process of being purchased by Wal-
Mart. The funds received from this transaction are to be used to payoff City incurred debt for
airport construction costs and thereby reduce the airport's reliance on City general funds (see
section below).
Another goal of the strategic plan was to improve communication and cooperation with City
departments. To this end, the Commission has enlisted the aid of the City Clerk in keeping all
official Commission records such a s a gendas, written materials provided tot he Commission
members for each meeting, resolutions, and signed agreements. In addition, the Commission is
making additional efforts to frequently meet and coordinate with other City departments which
provide assistance to the airport including the City Manager's Office, and the Legal, Finance,
Planning and Public Works Departments.
This past year the Commission has continued efforts to streamline and reduce airport expenses.
In this regard, it has restructured the management of the airport following the elimination of the
full-time manager's position and contracting some of these services to consulting firms and to
staff at Jet Air, Inc. Additionally, two airport interns from the University of Dubuque provided
additional managerial support. This management model is consistent with many general aviation
airports and has proven to be more cost effective-for the Iowa City Municipal Airport.
Iowa City Municiual Airoort - Annual Reuort 2005
C:\Documents and SettingslAdministrator\My Documents\Annual.report.2005~Final Draft.doc
Page 2
While the Commission continues efforts to streamline airport expenses, it is also focusing on
generating additional revenue through new business development at the airport. Within the last
year, the Eastern Iowa Pilot's Association and Flight School was opened and is currently housed
in existing airport buildings. Additionally, Hertz Corporation is negotiating to open a car rental
facility on a irport grounds. Both 0 f these ne w businesses inc rease revenue and continue to
support economic development.
In a continuing effort to develop the relationship with the community, numerous community
events have been held at the Airport. Examples include the annual SERTOMA fly-in pancake
breakfast and show held on August 28, 2005. Attendance was estimated at over 3,000 people and
an estimated 2,500 breakfasts were served. The Eastern Iowa Big Kids Toy Show, a new annual
event to kick off the summer, was held on May 21-22 and brought in an estimated crowd number
of 2,500 to 3,000 people. Additionally, the winter swap meet was held by the Iowa City
Aerohawks bringing a large crowd to the airport.
BUDGET
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The Airport's budgetary situation has been improved in the last year due to the incr~ re~ue
from new businesses and the reduction in expenditures. The table below iIIustr~s:.1he kajorll
categories representing changes in incomes and expenditures. The Airport require<t:i\~cre~ inl-
support from the Iowa City general levy of $71 ,000. The Commission is committed<{~~on~uedrTJ
efforts at increasing the airport quality and its ability to serve the area while ~Wring::q;afeU
operations with a focus on fiscal efficiency. ~ ^ <;?
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2004 2005 Amount Chan2ed
Penn. Full Time 91,947 43,803 -48,144
Salaries
Management Services 65 17,910 17 ,845
Total Expenses 369,817 358,307
Total Income 212,916 220,756
Generated
Transfer From Gen 183,000 112,000
Levy
AIRPORT PROJECTS
Numerous projects are currently underway at the airport. The most significant ongoing
infrastructure improvement at the airport is the multi-year, phased project to extend Runway 7-
25, to a length of 5,015 feet. This project is estimated to cost approximately $6.7 million with
95% of this amount to be provided by the FAA through the Airport Improvement Program. This
nmway extension, in addition to increasing safety, will allow a wider variety of corporate aircraft
to use the airport. This likely will increase the amount of air traffic at the airport and allow the
airport to more effectively support the needs of the community.
The Environmental Assessment report for the project has been completed and the FAA has
issued a Finding of No Significant Impact (FONSI), allowing, from an environmental standpoint,
Iowa City Municipal Airport - Annual Report 2005
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Page 3
the project to proceed forward. In 2004, the Commission performed a competitive selection
process to hire an engineering firm to manage and design the various phases for the runway
extension project. The Commission selected, negotiated a contract and received FAA approval
of a contract with the engineering firm of Earth Tech. Also in 2004 the FAA issued a grant in
the amount of $1.4 million for reimbursement of 95% of the costs for preparation of the
Environmental Assessment for the project, initial engineering costs and the first construction
phase of the Runway7/25 extension project, the relocation of Willow Creek outside the future
runway safety area by enclosing Willow Creek in a new box culvert. After taking competitive
bids, the Commission awarded the construction work for the new box culvert to Iowa Bridge and
Culvert in the amount of $915,000. The construction of the new box culvert is currently about
halfway completed.
The Iowa Department of Transportation has provided the airport a grant for 90% reimbursement
of costs for a project to identify and remove or mitigate obstructions to air navigation. The
planning and design work for this project was performed by Stanley Consultants and based on
their design work, contracts were bid and awarded to install hazard identification lights on two
hangars at the airport and to remove some trees located on the airport that had been identified as
hazards to air navigation. To date this project is substantially completed and $126,100 has been
spent for this project.
The Iowa Department of Transportation has also provided the airport a grant for 70%
reimbursement of costs of a project to repair the roofs to Hangars B and C. During this past
year, this work was bid, awarded and completed for a total cost, including engineering services,
of$21,400.
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The Iowa Department of Transportation has also provided a grant for 70% reimb~~ent~the
costs to install some airfield signs. During this past year, $5,168 worth of newPil~el&'~gnstl
were proVlded by thIS project. 0' N
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Continued work on the project to extend Runway 7-25 is for upcoming years. Thtiftext p~e of
construction on this project is scheduled to be the grading for the runway extension estim~d to
cost $1. 7 million. The federal grant for reimbursement of the cost of this phase, along with the
award of the construction contract and completion of the grading work, is to be done in 2006.
The paving of the runway extension, along with necessary lighting and other navigation aids, is
scheduled, depending on availability of federal funding assistance, for 2007.
FUTURE AIRPORT ACTIVITIES/PROJECTS
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Among the priorities of the Airport Commission is the creation of the Public Terminal Viewing
Area, which will be located outside the terminal and next to the apron. The area will contain a
covered shelter, benches and educational material for children. This area will allow members of
the public a safe place to view airport operations and learn about aviation and its support of a
community. The Iowa Department of Transportation has provided a grant to assist in the costs of
new fencing for this area and the Commission is currently working with the FAA to obtain their
approval for installation of this new public viewing area.
Iowa City Municipal Airport - Annual Report 2005
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Page 4
Many of the airport's hard surfaced areas, including aprons, taxiways and ramps have
deteriorated significantly over the last 10 years. Consequently, resurfacing these areas to ensure
safe and functional operation is a clear priority. State funds from the Iowa Department of
Transportation have been secured within the last year to begin this process. Improvements slated
for next year include replacement of apron areas and taxiways near the north T -hangars and
resurfacing of a portion of the aircraft apron adjacent to the self-serve fueling pump. Also State
funds have been secured to repair the roof on Hangar K and to hard surface the floors in Hangars
Band C.
Next year FAA is scheduled to begin providing the airport new satellite based instrument
approach procedures to Runway 30 with new procedures to follow for Runway 25 as soon as the
runway extension project is completed. These new approach procedures, utilizing the FAA's
new satellite based Wide Area Augmentation System (W AAS), will allow lower approach
minimums to these runways and in effect allow aircraft to land safely to lower minimums than is
permitted today. This will make Iowa City more accessible during inclement weather. These
new approach procedures are known as LPV approaches, loosely translated as "localizer
precision with vertical guidance". LPV approaches will provide pilots, with properly equipped
aircraft, more precise lateral and vertical guidance during approach to landing. An LPV gives
lateral and vertical guidance close to that of a traditional Instrument Landing System (ILS). The
airport does not currently have an Instrument Landing System and is not projected to receive one
in the near future. The Iowa City Municipal Airport is high on the FAA's priority list to receive
to receive an LPV approach.
With the extension of Runway 7-25 and the subsequent planned closure of Runway 18-36, the
Commission is beginning to plan for the future development of areas on the south end of the
Airport. Commission members have been working with the City Manager and Planning and
Community Development staff to evaluate the potential uses of this property that immediately
adjoins the newly extended Monnon Trek Boulevard. A land-use plan for the South Aviation
Commerce Park is going to be a major focus during the next year.
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Iowa City Municioal Aimort ~ Annual Reoort 2005
C:\Documents and Settings\Jo.dministrator\My Documents\Annual.repOlt.2005-Final Draft.doc
Page 5
IOWA CITY MUNICIPAL AIRPORT (lOW)
Federal Role: General Aviation Airport
State Role: Enhanced Service Airport
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Iowa Citv Municipal Airport - Annual Report 2005
C:\Documents and Settings"Administrator\My Documents\Annual.repOlt.2005-Final Draft.doc
Page 6
Commission Members
Randall Hartwig, Chairman
Greg Farris
Howard Horan
John Staley
Daniel Clay (Advisory Member)
Respectfully submitted,
~J{ ~ Jiy
Randall Hartwig, Chair
Iowa City Airport Commission
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Iowa City Municipal Airport - Annual Rep0l12005
C:\Documents and Settings\Administrator\My Documents\Annual.rep0l1.2005-Final Draft.doc
Page 7
MP'
Ipwa visit J$ JJ rIA nON
ion-related ,UNl"
f interest:
',fJNn YOU
':'i!:' ..
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.,
Mid America Air Museum
Siouxland Aviation Historical Association
Sioux Gateway Airport
6715 Harbor Drive
PO Box 33525
Sioux City, Iowa 51102
Phone: (712) 252-5300.-
E-mail: topflite@pionet.net
www.midamericaairmuseum.com
Airpower Museum For more information about
22001 Bluegrass Road aviation in Iowa, contact:
Antique .Airfield -
Ottumwa, Iowa 52501
Phone: (515) 938-2773 I
www.aaa-apm.org
State Historical Society of Iowa
600 East Locust
Des Moines, Iowa 50319
Phone: (515)281-5111
www.iowahistory.org/museum
U.S. National Balloon Museum- -... u of ArUJioll
1601 North JeffersonLStreet ... elO'lr.lDep'rtmtnt
Indianala, lowa"'S0125 at TranlportatDl
Phone: (515).961-3714
www.nationalballoonmuseum.com 800 Lincoln Way
-., I I
Iowa Aviatio-n Museum! Ames, IA 50010
Aviation Hall of Fame
Iowa Aviation Preservation Center I 515-239-1875
2251 Airport Road (
Greenfield Municipal Airport
Greenfield, Iowa 50849-0031
. Phone: (515) 343-7184 ~
WWW.fIYingmUSeum.com~
Commemorative Air loree, r iawings.com
Great Plains Wing
Council Bluffs Municipal Airport '::"1
16601 McCandless Ln
Council Bluffs, IA 51503
Phone: (712)322-2435 !
rJ
Ellen Church Field and Memorial Plaque . ,
, Crasco Chamber of Commerce
PO Box 403 When once yOJ<
~resco, IA 52136 I', forever walk It
1-800-373-6293
~www.crescoia.com (i skyward, for ifill"
For more information on aviation displays in Iowa: t you will alwlfYS
www.skytamer.com/museumsllowa.htm
- - . .
Other ways to help you obtain liftoff:
..... Talk to other pilots
..... Visit your local airport
..... Internet sites of interest:
. iawings.com
. beapilot.com
. aopa.org
. eaa.org erviU
Car Cl
. youngeagles.com ~J'l- rO}{~e'" 12 :28~O
,;';~Clinto~~, . -2~. ~
. ,,;_Q.~!'~ c . .~~~?~11 !;t.~~i
Dav,enpon; ;._ . a_~ ~er,o" .' ~ _ ,.39J:5650~;!i.'
Check with your local airport ~" "~DeijOrah c.'_ -t~~nn.;HiYlng solie o:i: ,,-.. : _,J~t3~~r~~.-'-:'"~,;ti
-, . De'hJ~J?~ i~, ,- ",".ffm~J:~1N,..,\ljp.t~. " .~-o'~ <k,. \;"~1J~~;3~2y.aJ.;~'-.\C
manager about an introductory flight. -, en Des MOlnes'\:,,;'~,f '-A{:a~emY~Qf1Be\~~~l~V,I_atio,n,_;~lc~ --,,- ~~Z7?~-~i>2437'"
Des Mo~nes 'i2 Foxtrot Fryi.Q$!~Pb 'JJi'j!{(~i ..'f!t!,fP \~;' "S15'J2SS.S055
Des Motnes AeroAmerlC&,~-",:""', i't:if!.;fi: 515~961-6174
I-- Desoto Aircraft Supe~J[arkelHnc. u' 515-834-2225
Elkader Tegeler Avialion 319-245-2899
:t EsthervlHe EstherviUe Miation , 71'2-362-2761
. Fairfield Fairfield Flying Service 641-472-3166
. <.:J Forestelly Forest City Aviation 641-581-2880
a. How long does it take Fort Dodge Fort Dodge Flight Support, Inc. 515-955-3434
- Fort Madison Air Exec, Inc. 319.372-1138
to become a pilot? ..J Grinnell Grinnell Aviation, Inc. 641-236-8007
A. Learning to fly is not difficult, but it LL Harlan Harlan Flying Service 712.744.3366
Independence Connell Aviation 11, Inc. 319.334-4000
does require a minimum of 40 hours Iowa City Iowa Aero Club 319-357-5875
of training to earn a private pilot years, people have been experienc- Iowa City Jet Air, Inc. 866-453-8247
Iowa Falls Four WInds Aviation 641-648-3191
certificate. The more frequently you Keokuk Lindner Aviation, Inc. 319-524--6203
fly, the quicker you will earn your ing the thrill and accomplishment Knoxville Knoxville Aviation 641-842-4423
wings. Marion P & N Flight & Charter 319-3n-9437
of learning to fly. Marion Cardinal-leasing 319-360-0029
Marshalltown Marshalltown Aviation, Inc. 641-752-0012
a. What is ground school? Now it's vour turn. Mason City North Iowa Air Service 641-424-9366
Monticello Monticello Aviation, Inc. 319-465-5488
A. Flight training is divided into two Mount Pleasant Air Advantage, loc. 319-385-8122
parts - ground school and flight Muscatine Carver Aero, Inc. 563-263-8672
training. Ground school teaches the L.. Newton Johnson Aviation, Inc. 641-792-1292
Oelwein Tegeler Aviation 319-283-5089
principles, procedures and regula- Orange City Heartland Aviation 712-737-4215
tions you will put into practice in an Osceola City of Osceola 641-342-7437
Oskaloosa Erik Edgren 641-673-4403
airplane. Before you can earn a pilot Oskaloosa Berens Aircraft Service 641-933-4316
certificate, you must pass a computer- Onumwa Ottumwa Flying Service 641--682-8044
ized FAA knowledge test (with a score Oxford Green Castle Aero Club 319-545-2101
Pella Classic Aviation, Inc. 641-628-9393
of at least 70 percent) on this informa- Sheldon Midwest Flying Service 712-324-4005
tion. Sibley O'leary Aviation, Inc. 712-754-3467
Sioux Center Sioux Center Aviation Ltd. 712-722-2293
Spencer Avionics Training, Lie. 712.264-0974
a. When willi actually begin flying? Spencer Leading Edge Aviation 712-262-1000
Storm Lake Bart's Flying Service, Inc. 712-732-6494
A. You'll be flying on your first lesson, Vinton Iowa Flight Training 319-373-3971
with your certified flight instructor's Washington Kalona Flying Service 319-863-8359
help, of course. Waterloo Livingston Aviation, Inc. 319-234.1783
Waverly Cedar Valley Aviation 319-352-4703
Webster City Storm Flying Service, Inc. 515-832-3723
West Union Steffens and Son Aviation 563-422-5842
-
While in Iowa visit these ~~p,ot8~
aviation-related points of interest:
Mid America Air Museum Aviation
Sioux land Aviation Historical Association
Sioux Gateway Airport ,:;...,:....- 'f!;''!:. "'."'~~'.~":::' '~:\ .'
6715 Harbor Drive
PO Box 33525
Sioux City, Iowa 51102
Phone: (712) 252-5300
E-mail: topflite@pionet.net
www.midamericaairmuseum.com
Airpower Museum
22001 Bluegrass Road
Antique Airfield
Ottumwa, Iowa 52501
Phone: (515) 938-2773
www.aaa-apm.org
State Historical Society of Iowa
600 East Locust
Des Moines, Iowa 50319
Phone: (515) 281-5111 - -
www.iowahistory.orglmuseum ~
U.S. National Balloon Museum
1601 North Jefferson Street
Indianala. Iowa 50125
Phon.: (515) 961-3714
www.nationalbaUoonmuseum.com
. ""
Ojjice ofill'i(tliolJ ,
e10wa Department
of Transp:)rtatJon
800 Lincoln Way I
Ames, IA 50010
515-239-1875 ~
iawings.com
PM871 2-23-05
~
Jhi
I
'u'
I 0
AOgono u
--",
11
Safety Quality
emergency medical of Life
and global
miliJary operations
.. connectivity
.. and education
coong
14
Bedrold 0 ~O:dison 11
0 MountAyr
~
n ~"k
,,;.rCommercial Service Airports 8 OGeneral Aviation Airports 103
10,000 Jobs
strengthens economic development
by retaining and attracting business
II
- -- I -
This brochure is provided to you by your How Are General Aviation Airports Used?
local airport and the Iowa DOT Office of There are many ways the local airport can affect your community, such as bringing business activity to
Aviation. For more information, visit your community, providing humanitarian flights, supporting aerial survey for infrastructure improvements,
iawinqs.com, or contact: and providing personal and recreational opportunities that make your community a better place to live.
Following is a list of some of the common uses of airports in Iowa:
Business Personal Use
Transport business people , Personal travel
. . Meetings Recreation
. Events I Providing airplane rides
. Other company locations Transporting family and friends
Customer visits Humanitarian missions
Economic development t Skydiving
Cargo I Glider operations
. Just-in-time parts Weather
. Products r
. Time-sensitive documents Current weather information
News gathering for media outlets I Internet
. Radio . Radio
. 1V r . Phone
. Newspaper I: Medical
Airborne
. News I Fixed wing cross county transport
. Traffic I Helicopter transport
. Weather-related events Delivery and transport of medical supplies, blood, organs
Aerial survey for real estate development Transport doctors and other specialists
Aerial photography Cross-county navigation for aircraft
Tourism
Power line patrol Airports provide visual reference from the air
Gas line patrol (especially lights at night)
Potential landing site for emergencies, refueling,
Government and in deteriorating weather conditions
Law enforcement Ground-based navigational aids
Search and rescue Education/Entertainment
Drug enforcement
Crime surveillance ! Pre--school airport visits
Disaster relief Airport outreach programs to schools
Military Youth camps
Wildlife counts c Teacher workshops
Air surveillance Young Eagle rides (children ages 8-17)
Visits by politicians Fly-ins
Prisoner transport Air shows
Aerial survey
. Mapping
. HiPrhway construction
. In rastructure improvements
Agricultural
Spraying and seeding
Field and crop inspection
Aerial crop survey
Transport of parts
Transport people to agricultural events
Office of Aviation Aviation Related Office of Aviation
800 Lincoln Way Air charter service (parts and people) I 800 Lincoln Way
Flight training Ames, Iowa
~ Ames,IA 50010 Aircraft rental 515-239-1875
Offiu uf Avill/iolf S15-239-187S Sightseeing Law enforcement relies on small airports for surveillance, ODit.:t! ofAviutioll
e'owa Department iawinas.com Aircraft maintenance (:)1OWa Department iawings.com
of Tr.Insportatlon Aircraft fueling (local and cross county aircraft) ch~sing criminals, transporting organs, and providing of TransportatIOn
Post maintenance test flights .
search and rescue.
PM895 3.22-04 f;
I
Your Local Airport
Giving Us a Lift Business, Commerce, Education/Careers
Economic Impact The aviation system in Iowa creates an
0"' w'y 0' ,"o,h", ""y ""0" ;" Airports help businesses connect with exciting avenue for educational
Iowa benefits from general customers and remote locations effectively opportunities in aviation and aerospace
aviation. From protecting crops to and efficiently. The use of aircraft and studies.
search and rescue to helping local general aviation airports are essential tools
businesses increase their efficiency and in today's business environment. One study Pre-school visits to airports, school
reach new markets, general aviation found 70 percent of new or expanded programs, youth camps and teacher
airports support our way of life and businesses intentionally locate within 10 workshops are all examples of programs
provide local connectivity to the world. miles of a public-use airport. that work to educate and inspire our youth.
Nationally, general aviation aircraft make Many college programs utilize Iowa
up 96 percent of the entire U.s. civilian airports to provide aviation career training Agriculture uses aviation to protect and inspect
aircraft fleet and 75 percent of all U.s. in flight operations, aircraft maintenance, crops, develop crop survey maps, and support ago
flights. airport management, travel, and other related business travel.
aviation support services.
Iowa's general aviation public airports Support Your Local
provide an important means of accessing Community fly-ins and major air shows General Aviation Airport!
the communities and regions they serve. bring the public to airports to educate Your local airport provides direct
Airports enhance economic development them on the different aspects of aviation. opportunities for you. Learning to fly,
and improve quality of life for all Iowans by At the same time, they offer an opportunity chartering a plane or attending a fly-in or
serving various personal and business to introduce both children and adults to air show are just some of the ways you
travel needs. Businesses rely on local airports to move parts, the exciting world of flight. might be directly exposed to aviation.
products, and people
To be successful, airports require adequate
The state of Iowa benefits from aviation- facilities, management, services and
related trade,job creation, fuel taxes, marketing. Public support is important to
aircraft registration fees and use taxes. the viability of your local airport. As the
Additional benefits are created by the vital links to Iowa's air transportation
overall economic impact derived from the system, airports help us retain and expand
uses of Iowa's airports. An economic values Iowa's businesses and support our way of
study by Iowa State University in 2000 life. See the back page of this brochure to
found that Iowa's general aviation airports see more uses of Iowa's system of general
provide an economic impact of aviation airports.
Small aircraft provide a wide range of uses that approximately $176 million annually.
impact all Iowans. Pilots have provided free educational flights to tens
It is a win/win situation for the aviation of thousands of Iowa youth since 1992 through the
industry and the state's communities when Experimental Aircraft Association's Young Eagles
airports succeed! Program.
-
I
AlP Entitlements Airport Type Annual Entitlement
AlP funding provides both discretionary and Primar NPIAS air arts S 1 million or more
entitlement funds. Non- rimar NPIAS air arts U to $150,000
Non-NPIAS airports $0
Primary airports receive entitlements based on the
number of enplaning passengers and landed Primary airports are generally defined as those airports
cargo weights. offering commercial service with annual enplanements of
10,000 or more. Primary airports wi/l receive a base
Non-primary airports receive entitlements and entitlement of S 1 million per year, with additional funds
may also receive state apportionments, The total being allocated by the total number of annual
amount of state apportionment is based on an enplanements. Some airports have retained special primary
area/population formula forthe state.The amount status through 2005 due to post 9/11 service reductions
of non-primary entitlements is computed from the allowed by Congress.
needs Iistforthe particular airport in the published Non-primary airports include all NPIAS general aviation
NPIAS. Funding of costs exceeding entitlements airports and commercial service airports that do not meet
depends on available state apportionment and primary airport status.
discretionary funding ranked by the relative
priority of a project.
~. e ~. . .,..,.. ..!.... Iowa
.MtftonJbthefvllle for_I NorIhWiJad o;r- Aviation
......
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More information on state and federal funding .'"' ,....
. ..... .......- . . --
programs is available on the Iowa DOT Office "" "'" c'"'
"""" c.o.. ..!bllo
of Aviation web site at iawings.com. You may "'"'" .. . ~
. ~M~
....!.. ....... Amoo ........
also contact the Iowa DOT Office of Aviation at . . . . ,- .a:::. CNnlon
Denison . .
515-239-1875 or the FAA airport planner for -.. .!, "'..... T
Iowa at 816-329-2640 for application and . Guthrlfl - ..,
""m .t,,,,,,, ""i" Y'I' . .""""'"
program information. . :., c,",.
.........
"'... ""..
...tllk: GrMnfleld . WHhlnll'lon
. .
. WlnterHt . 00.....,..
~~Iowa Department Knc:i.vIU.
eo;lnll creon Oac.." Chlr1lon OItumWI
,..:, of Transportation Red Oak . Albll
. . . .
Clarlndll Office of Aviation
. ....... ....... . Bloomfield ~~ 800 Lincoln Way
....'r Lemonl CtntervlHe. .
Ames, Iowa
. NPIAS Airports OJJke of Avilaion 515-239-1875
~lOWaoepartment iawings.com
. Non-NPIAS Airports "Of Transportation
PM 891 1.30-04 - -
-
I
Federal AlP Funding How is the AlP Program Funded?
The AlP program is funded by the Airport and
For Iowa's NPIAS Airports Changes in the AlP Program Airway Trust Fund, which receives 100 percent
2004-2007 Vision 100 provides significant changes to the AlP funding program. Some of the changes of its funding from aviation generated user fees.
include: I
V ;';00 WO, <h. C",",y of A.;,,;oo . Non-primary entitlement funds can be accumulated for up to four years. Funding for Airport and
Reauthorization Act, reauthorizes . The federal portion of AlP grants increases to 95 percent for all NPIAS airports in Iowa. Airway Trust Fund . passengerand
federal aviation programs through Airport sponsors only need to provide a 5 percent local match, providing incentive for
fiscal year 2007 and sets spending communities to continue investing in airport improvement projects. Facility Fees
levels for the Airport Improvement . If an airport has no airside improvement needs, entitlement funds can be used for certain . Cargo Taxes
I
Program (AlP), Essential Air Service, Small landside airport projects. The following list outlines eligible and ineligible projects: '0 Fuel Taxes
Community Development Grants, and other I
programs that develop and maintain facilities at !
airports around the country. Eligible AlP Projects Ineligible AlP Projects
Airside Projects Mowing equipment and vehicles How Entitlement Funding Works
A major component of the bill is the Airport Runway construction/rehabilitation Office and office equipment Entitlements are not guaranteed to the
Improvement Plan (AlP) program, which ,
Taxiway construction/rehabilitation I Landscaping maximum level. They are determined by the
provides funding for airport rehabilitation and Apron construction/rehabilitation t capital improvement projects in the NPIAS plan,
development projects. Artworks which is updated every two years by the Federal
Airfield lighting I Industrial park development Aviation Administration (FAA). To be eligible for
AlP Funding levels Authorized Under Vision 100 Airfield signage t; Marketing plans entitlements, an airport must have a justified
FY 2004: $3.4 billion Airfield drainage Training need for capital improvement projects.
FY 2005: 53.5 billion Land acquisition ~ Improvements for commercial enterprises
FY 2006: $3.6 billion Weather observation stations (AWOS) r Under Vision 100, an airport can use its
FY 2007: $3.7 billion Navaids such as REILs & PAPls '" entitlement in the current year, or it may allow
Planning studies I the entitlement to be carried over for an
AlP funding is provided nationwide to airports Environmental studies additional three years. If not used, the
that are part of the National Plan of Integrated entitlement may become available to other
Airport Systems and are commonly referred to Safety area improvements airports within Iowa or the region.
as NPIAS airports. Snow removal equipment
Snow removal equipment storage t Example: If a general aviation NPIAS airport
In Iowa, 69 general aviation airports and eight does not use an annual entitlement of $150,000
commercial service airports are part ofthe NPIAS The following items are allowed .~ for 2004 and 2005, those funds can be added to
system. (See map on back.) if airside needs are met: the 2006 entitlement for a total funding level of
I
Fuel farms $450,000. If all of those funds are used on a
Aircraft hangars I' project in 2006, the airport will then start over
I with $150,000 in 2007. If the airport chooses not
General aviation terminal buildings
to use the entitlement, it will then be
redistributed to projects at other airports. By
signing a waiver, the airport would ensure that
I the money would stay in the state or region,
rather than being distributed nationally.
I
-
- -
- -
THE IOWA DOT Flight Schools, FBOs, Flight Flight schools are required to conduct a
Instructors and Student Pilots security awareness program for flight school
OFFICE OF AVIATION Citizenship verification is required for all employees to increase their awareness of
SUPPORTS individuals seeking flight training for a new suspicious circumstances and individuals
rating or certificate. Background checks of enrolling in or attending flight school. The TSA
foreign nationals seeking instruction in aircraft on-line Flight School Security Awareness
- . are required. All flight instructors and flight Training module is available at http://
schools should be familiar with procedures d own load. tsa.d h s.gov Ifssa/tra i n i ngl
and requirements for checking potential index.htm!.
student identification. TSA rules vary for The following guidelines are recommended
training in aircraft more than 12,500 pounds
and for aircraft 12,500 pounds or less. for flight schools regarding student pilot
access to aircraft:
More information may be obtained by 1. control aircraft ignition keys so that
calling the Alien Flight Student Program at the student cannot start the aircraft
703-542- 1222 or at the TSA Web site https:11 until the instructor is ready for the
REPORT ALL www.flightschoolcandidates.gov. It may also flight to begin; or
be helpful to consult AOPA's web site at http:// 2. limit student pilot access to aircraft
SUSPICIOUS www.aopa.org/tsa_rulel. keys until the student pilot has
reached an appropriate point in the
training curriculum; or,
ACTIVITY 3. consider having any student pilot
---,._.__.~-- check in with a specific employee (I.e.
'-866-GA-SECURE dispatcher, aircraft scheduler, flight
instructor or other management
official) before being allowed access to
More information on general aviation security is parked aircraft; or,
available from the Iowa DOT Office of Aviation at 4. have the student sign or initial a form
575-239-7875, or ar the Office of Aviation Web site and not receive keys until an instructor
at iawinas com. or other management official also
signs or initials; or,
5. when available, use an ignition key
which is different from the door lock
key. The instructor would provide the
ignition key when he or she arrives at
Pilots, tenants and the general public should the aircraft.
adhere to posted signs. " Office of Aviation
MIOwaDep;lrtrnent 800 Lincoln Way
..ofTransportatlon Ames, Iowa
OJJlct, ojA"ilJ/;o;: -~ 515-239-1875
eloWa Department iawings.com
~ Of TransportatIOn
PM 893 12-28-04 l
- - -
General
Aviation Security
for Airport Personnel, Pilots,
and Tenants Suspicious Activity Transient Pilots
January 2005 Any suspicious activity at a general aviation Airport managers are encouraged to develop
airport should be reported to the following: sign-in/sign-out procedures for all transient
ThdO"~'"' ''''',' "''''00 . Airport officials operators that identify their parked aircraft.
security guidelines have been . Local law enforcement (911 in an
adapted from the National Working emergency) Aircraft Rental
Group on General Aviation Security. . Department of Homeland Security Fixed base operators are encouraged to adopt
This group consisted of members from the ( 1-866-GA-SECURE) the followi ng recommendations:
nation's major aviation associations. In 2003 1. Verify the identity of an individual
the group submitted a report on general Passengers & Cargo renting an aircraft by checking a
aviation security to the Transportation Security Occupants aboard a general aviation aircraft government-issued photo ID, as well as
Administration (TSA). are often known to the pilot and airport the airman certificate and current
personnel. Keys should be removed when an aircraft is not medical certificate (if necessary for that
The following guidelines from the report I attended. operation).
affect airport personnel, pilots and tenants. When that is not the case, pilots are 2. In addition to any aircraft-specific
Additional guidelines on airport security have encouraged to verify the identity of Aircraft operational and training requirements,
been shared with airport managers and passengers and any cargo placed on board an a first-time rental customer should be
sponsors. The most up-to-date general aircraft. Any suspicious packages or cargo- Access to an aircraft should be made as familiarized with local airport
aviation security guidelines are posted on the loading activities should be reported to local difficult as possible for an unauthorized operations, including security
Iowa Department ofTransportation's Office of law enforcement. person. procedures used at the facility.
Aviation Web site, iawings.com. 3. Operators renting aircraft should be
Pilot Identification I Hangars: Aircraft should be stored in hangars alert to suspicious activities and report
All pilots must carry government-issued photo whenever possible. Hangar doors should be to appropriate officials any individuals
identification along with their pilot's license. shut and locked when tenants are not in who inquire about aircraft rental but
The FAA began issuing new security-enhanced attendance and aircraft are in the hangars. do not possess the necessary
airman certificates in July 2003 for new pilots, Aircraft should be locked and the ignition keys knowledge or certifications to operate
rather than paper certificates that were removed. such an aircraft.
... previously issued. Aprons: Aircraft parked on aprons should be - J
~m_~~~:__.:..____ locked and the ignition keys removed. The -
~ -~..iiiii; '-~.~- - Temporary Flight aircraft should be tied down and an auxiliary J'!o
- /. .. Restrictions (TFRs)
_' ,__ 1 locking system may be considered to further
,- Temporary flight restrictions (TFRs) frequently protect the aircraft from unauthorized use.
change, depending on current events and the Examples of auxiliary locking systems include
Parked aircraft should be secured to prevent movement of the President. Pilots are urged to locks for propellers, throttle, prop controls and
routinely check with Flight Service or DUAT for tie-downs.
unauthorized use. TFRs before any flight - and to adhere to the
flight restrictions. Hangars should be closed and locked.
-
I ~ j
-....= -~
!~~;t:'t
'-~ ...=.,
......~
CITY OF IOWA CITY
MEMORANDUM
/l!4'/;?cI /02'/ /c~
DATE:
January 27, 2006
TO:
FROM:
Mayor and City Council
Marian K. Karr, City Clerk ~tf-
Scheduling additional work session
RE:
It appears we are going to have to schedule one additional work session to discuss the
budget. After talking to a number of you the dates (and times) listed below work for most
of you. I may have talked to you about different dates or times that do not appear on the
list, however, the information below works for the majority of Council. Please bring your
calendars to the Monday work session so that we can decide a meeting date and time.
>- Thursday evening, February 2, at 6:30 PM
>- Sunday, February 5, after 1 :00 PM
>- Thursday, February 9, day or evening
>- Friday, February 10, morning (before noon)
State law requires publication of the hearing notice at least 10 days prior to the hearing.
With the hearing date of February 28, the notice must be published no later than
Friday, February 17 and be to the newspaper for publication by Tuesday, February
14 at the latest.
In order to prepare the necessary paperwork for publication, Council direction must be
provided no later than noon on February 10.
S:bwsschedule.doc
,-
City of Iowa City
Health & Human Services
FY 07 Funding Request Applications
Table of Contents
4Cs
American Red Cross
The Arc of Johnson County
Big Brothers/Big Sisters
Crisis Center
Domestic Violence Intervention Program (DVIP)
Elder Services, Inc.
Four Oaks Youth Homes*
Free Medical Clinic
MECCA
MYEP
Neighborhood Centers of Johnson County
Rape Victim Advocacy Program (RV AP)
Shelter House
United Action for Youth (UA Y)
* Indicates New Funding Request FY07
FY1l7 Ilum"n Scn icc A"('nc\ I{l'(lucst for Funllin"
,. . ,.
elt\ of (onlh ilk. (il\ 0110\\::1 Cit\, ,Johnson ( ollnh. llnilctl \\ a\ oJ .1(111)\011 ( IIl1nt,
Section 1: Back!!:round
Agency Name:
4Cs Child Care Resource & Referral
Bd. Pres Name: John Hartley
Signature:
Address: 1500 Sycamore St., Iowa City, 52240
Director Name: Michelle Hankes
Lotal Funding Sllmlllar~:
4/1/04-
3/31/05
Signature:
Date: Septe r 15, 2005
10/1-9/30 - -
--
411/05- 411/06- %of
3/31106 3/31/07 Total
Bud et
19,483 20,500 3%
Request Completed By: Michelle Hankes
Check Your Agency's Budget Year:
1/1-12/31 7/1-6/30l
Amount received from UWJC
Does not include designated
ivin or S ecial Needs Grants
18,915
FY 05 FY 06 FY 07
0.00 2,000 2,000 .3%
2,000 2,000 2,000 .3%
Ci of Coralville 0.00 2,000 2,000 .3%
What were local funds used for this year: Local funds are used to subsidize child care
provider/parent trainings, child care referrals for families, staffing at Home Ties Child Care
Center and utilities at the To Libra and Resource Center.
What will next year's local funds be used for? Local funds will be used to recruit new child care
providers in Johnson County. There is still an unmet need for quality child care both in the
urban and rural areas of the county. 4Cs recruitment program includes training and technical
support for new child care providers. Last year we were able to recruit 55 new child care
providers and each of them can care for six children, serving a total of 330 children in Johnson
County. We are requesting a total of $6,000 ($2,000 each from Iowa City, Coralville, and
Johnson County) which would be less than $110 per child care provider or about $18 per child.
United Way funding will be used to subsidize child care provider/parent trainings, child care
referrals for families, staffing at Home Ties Child Care Center, and utilities at the Toy Library
and Resource Center.
Explain or justify any significant increase in funding request \lver last year's allocation. The request
for increase in funding from United Way is in hopes that United Way has a successful
campaign that shows growth from the previous year. We also experienced a very large
fundin cut from the Universi of Iowa in FY06 due to UI cuts in famil service ro rams.
Agency Mission Statement: 4Cs Community Coordinated Child Care Resource & Referral
promotes the well-being of children by assisting families, child care providers, employers and
others with their child care needs. We address challenges to the community's child care
system and serve as a resource for the development of new programs.
Summarize your programs and services:
1. Child Care provider Support Services: Recruiting new providers, rural outreach,
education and training, and one-on-one technical support through phone conferences and
site visits. 4Cs is also the Johnson County sponsor for the Child and Adult Care Food
Agency Name: 4Cs Child Care Resource & Referral
Program that reimburses child care providers for serving nutritious meals and snacks.
4Cs administers this program through site visits, menu audits, financial stewardship, and
education.
2. Family/Community Support Services: Child care referrals for full-time, part-time,
and occasional child care, and parent education in choosing quality child care, infant care,
and other topics. Also available to families in Johnson County is the 4Cs Toy Library and
Resource Center, which houses a collection of toys, books, videos, and lesson plans.
Begun in 2002, story hours at the Toy Library are free to the public and held every Friday.
Preschool groups are held Tuesdays for the publiC at no cost.
3. Home Ties Child Care Center: Free, emergency child care is provided for families at
risk (i.e. families that are homeless, near-homeless, in treatment/rehabilitation, foster
children, etc.) 16 temporary slots are available for children six weeks to twelve years.
Six paying, permanent slots are available to low-income University of Iowa students and
families receiving state child care assistance.
List any accreditation and licensure your agency currently has. Explain.
1. National/Iowa Association of Child Care Resource and Referral Agencies - membership for
access to national NACCRRAware database of child care providers
2. Department of Human Services Child Care Center License (for Home Ties Child Care
Center program)
3. 4Cs is annually accredited as the Food Program Sponsor of Johnson County through the
Department of Education and Bureau of Food and Nutrition - this is an annual application
which includes an audit
4. NEW IN FY06!!! - 4Cs is partnering with regional Child Care Referral agencies to become
Nationally Accredited as a Quality Assured Referral Agency through NACCRRA. This is a
year long process that will examine the qualifications of employees, the quality of our
referral program (customer service), the strength of our policies and procedures, and our
commitment to community participation. We are very excited to be going through this
process and look forward to sharing our outcomes with you next fall.
Agency History (Using one page only, please summarize the history of your agency, emphasizing Johnson
County, past and current activities and future plans. Please update annually.)
4Cs Community Coordinated Child Care was created in 1972 in response to community child
care needs by the Johnson County Women's League of Voters. Originally a single volunteer
kept a list of child care providers in the area and gave that list to parents searching for child
care. By 1985, this one-person program had been expanded into a full-fledged agency with
the following programs housed out of the Old Public Library:
. Child Care Resource & Referral-Tracking not only who is providing child care, but also
locations, openings, hours, and environments to match with families searching for child
care. 1985 also saw the introduction of a computerized system.
. Child Care Provider Education & Training-Mandatory classes such as CPR, 1st Aid are
offered to child care prOViders through 4Cs.
. Toy Library and Resource Center-Toys and books available to be borrowed by families
and child care providers.
. Child and Adult Care Food Program-Reimbursement program for family child care
providers who serve nutritious meals and snacks.
jccoghs\fundingfonn.doc 2
Agency Name: 4Cs Child Care Resource & Referral
In 1991, due to program expansion, 4Cs needed more space and purchased the current
office building at 1500 Sycamore Street while keeping the Toy Library and classroom area
downtown.
Home Ties Child Care Center was created in 1995 in reaction to county needs for
emergency child care for homeless and at risk of homelessness children. Originally the
program housed 16 children, and was expanded to serve 22 children (8 of whom are infants)
at a time when the need was still unmet. Home Ties is housed in-kind at the First Mennonite
Church. In 2002, the infant room was expanded to serve 16 and the preschool room only 6
when Head Start and Neighborhood Center programs were consistently serving the preschool
age population but infant waiting lists kept growing. In 2004, Home Ties expanded to serve
26 children due to community needs. The new spaces are utilized by families on child care
assistance. Very few child care centers will accept these children due to the low state
reimbursement rate of the state.
Child Care Provider services have expanded beyond mere mandatory courses.
Professional development courses on topics such as nutrition, child development, behavior,
and series of courses on professionalism and infant care -ChildNet, Program for Infant and
Toddler Caregivers, Every Child Reads, and Welcome to School Aged Care-have been added
to our curriculum. Most of these courses are free. The Home Consultant technical assistance
program proVides a child care consultant for site visits and telephone consultations for home-
based child care providers.
The Toy Library and Resource Center was moved to Sycamore Mall in 2001 and two
new programs were started: weekly story hours on Fridays and the program for people with
special needs (described in collaboration section.) This year we have begun offering summer
activity hours for school-aged children and toddler play groups, both free to the public.
Most recently, 4Cs has been striving to find ways to adequately measure our
outcomes. In FY04, we began to use the Devereux Early Childhood Assessment Program to
measure the emotional growth of Home Ties children. We also began using the Family Day
Care Rating Scale to measure the improvement of home-based providers using 4CS' services.
In FY04, we had what hasl become an annual fundraising event, the Teddy Bear Rally. We
are very pleased to announce for FY06, the creation of the 4CS' Child Care Endowment Fund
through the Johnson County Community Foundation. Future goals are to work closely with
local employers to make our services known to every family in Johnson County and to
continue to find innovative ways to improve the quality and accessibility of child care.
Section 2: Client Profile
i'\iumhl'r ofPt'opll' Sl'r\ed: Entl'I' Past T"o \ ears:
FY04 FY05
9,844 9,921
I. How many Johnson County residents (Including IC &
Coralville) did our a en serve?
2. How many Iowa City residents did your agency serve?
UndupJicated Count
Unduplicated Count
6,299 6,800
3. How many Coralville residents did your agency serve? UndupJicated Count
1,919 1,878
4. How many North Liberty residents did your agency serve? Unduplicated Count
351 564
jccoghs\fundingfonn.doc
3
Agency Name: 4Cs Child Care Resource & Referral
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Age (u.e agency'. Gender Ethnicity (u.e agency's breakdown)
breakdown if needed)
0-5 2,480 Female: 6,151 American Indian 99
6-17 992 Male: 3,671 Asian 397
18-29 2,976 Unknown: 99 AfricanlB lack 992
30-61 2,976 Pacific Islander 99
62-75 496 White 7,639
>75 0% Other 694
Identify what services are included in Client Profile: Child Care Referral Program & Home Ties
3. Briefly describe your service population.
· All families with children (birth to 12 years of age);
· Homeless/near homeless families with children and other at risk families;
. Child care providers;
· Emergency foster children;
· Early childhood educators and special education educators.
4. How do you determine eligibility for services?
· Most of 4Cs' services are available to all residents of Johnson County. Eligibility for
4Cs Home Ties Child Care Center program services is determined by family income
and situation (homeless, jobless, participation in other agency services.)
5. Are there fees for your services? Yes X No
If yes, please describe your fee structure:
· Toy Library Membership: A one-time, refundable damage deposit of $10 is assessed
to all members. A sliding scale determined by family annual income is used for
membership fees. The fees can range from no charge to $25.
· Classes and workshOps: While most classes are free, some have a standing fee (such
as CPR, First Aid, etc.) Fees range from $5 to $27. These fees are usually pass-
through fees that go directly to the facilitator/teacher.
· The spaces for low-income families (following the Department of Human Services
scale) at Home Ties are priced at $550 per month for full-time and $225 per month for
part-time or what the state will pay in child care assistance.
6. A Do you provide services in the small communities and rural areas of Johnson County?
Area(s) served: 4Cs serves all of Johnson County
Services Provided:
. Child Care Referral
· Child Care Provider Training
· Toy Library & Resource Center
· Home Ties Emergency Child Care
· Child Care Food Program
· Child Care Provider Technical Assistance and Site Visit
4
Agency Name: 4Cs Child Care Resource & Referral
B. Do you provide services to areas outside of Johnson County?
Area(s) served: Washington County
Services Provided:
. Child Care Referral
. Child Care Provider Training
. Toy Library & Resource Center
Funding sources for services outside of Johnson County:
. Child Development Block Grant
. Washington County Empowerment
Section 3:Communitv Relations
1. How do you assess satisfaction with your services?
(a) Client - Surveys are regularly done with parents who have used our referral
services; participants of each class/workshop; families who have used the
Home Ties program; and families/providers enrolled in the Food Program.
(b) Community- In FY06, 4Cs is joining with other child care resource & referral
agencies in southeast Iowa to become nationally accredited through the
National Association of Child Care Resource & Referral Agencies (NACCRRA).
Part of this process is to look at our role in the community over the next
several months to determine how we can better serve those communities. We.
look forward to presenting these findings to you next year.
2. Briefly summarize your findings:
. 99% of client responses were favorable toward the services received from 4Cs.
. 99% would recommend 4Cs' services to friends.
. Concerns noted: Lack of marketing for 4Cs' services, not enough second-shift care,
and lack of availability of care in child care centers (rather than home-based
providers).
3. What changes have been made in response to these findings?
. Lack of marketing: We have sent packets of information to local family physicians,
pediatricians, and OB-GYN physicians to give to parents. We have also approached
churches and temples as outlets to share our services with parents. A mailing to all
employers of 25 or more staff about 4Cs referral services is being sent out yearly.
. Second-shift care: Continued recruitment of home providers that offer second shift
through one on one contact with the child care consultant.
. Lack of child care center slots: Continue to make our resources available to anyone
interested in starting a center including training, licensing consultation, etc. We
jccoghslfundingfonn.doc 5
Agency Name: 4Cs Child Care Resource & Referral
have also improved our parent education packets that are sent to all parents seeking
child care referrals to help them recognize the assets of home-based child care.
4. Who are your referral sources to your agency? Please list the main sources and estimate the
percentage of clients that are referred by each source.
Source of Referral % of clients referred
1. Department of Human Services 1. 10%
2. University of Iowa 2. 15%
3. Shelter House 3. 5%
4. Crisis Center 4. 5%
S. Domestic Violence Intervention Program S. 5%
6. Child Care providers 6. 20%
7. Friends/Relatives 7. 20%
8. Self-referral 8. 20%
5. What other agencies/organizations in Johnson County provide similar services to the same clientele
as your agency?
. The American Red Cross, Kirkwood College, Grant Wood AEA and other
health/education agencies offer workshops in First Aid, CPR and Universal Precautions.
6. Describe what distinguishes your agency and/or its services from other agencies that provide
similar services in Johnson County.
4Cs is the ONLY agency in Johnson County that provides the following services:
. Child care referrals to families seeking child care;
. Technical assistance to home-based child care providers which includes site
visits, telephone consultation, and training;
. Many workshops in child-related topics for child care providers are only offered
through 4Cs (Child Net, Program for Infant & Toddler Caregivers, etc.;
. Toy Ubrary and Resource Center for families and early childhood educators;
. Free, emergency child care at Home Ties Child Care Center;
. Sponsorship of the food program for home-based child care providers.
7. Outside of referrals, list up to 3 primary collaborations. Briefly describe the nature of each
collaboration.
Collaborations Briefly describe
1. Success By Six 1. A community collaboration led by
United Way, aimed at school readiness in
Johnson County.
2. Region 5 Quality Assurance Project 2. Southeastern Iowa Child Care
Resource & Referral agencies are working
toaether to establish national
jccoghs\fundingform.doc
6
Agency Name: 4Cs Child Care Resource & Referral
accreditation standards for our parent
services. 4Cs is taking the lead position.
3. Hills Family Resource Center
3. 4Cs is working with Hills Family
Resource Center to bring preschool
programming to Regency Trailerpark
families on a weekly basis.
Section 4: Strate!!:ic Plannm!!: and A!!:encv Effectiveness
1. Describe up to 3 challenges/opportunities your agency is currently facing and how your agency is
addressing them. (e.g., general trends, staffing, finances, service delivery)
Challenges/Oooortunities Stratellies
1. Quality Rating Scale (QRS) System 1. 4Cs has created a QRS Provider
/Implementation: The state of Iowa is program that just received funding
implementing its first Child Care Rating through Empowerment. This program
System in January 2006. We need to will include training and technical
convince child care providers to enroll in assistance for providers enrolling in the
this program, and inform on how the program.
program works to drive the quality of child
care up through a market system. The
QRS is an unfunded mandate.
2. Region 5 Quality Assurance Project: This 2. We have hired several work-study
is the collaboration with southeast Iowa staff to do office work to free up the
that will get 4Cs nationally accredited. This salaried staff to work on the Quality
will be a year-long project that will use Assurance Project.
much staff time and energy.
2. In what way will the needs of your service population change over the next five years?
. Increase in Spanish-speaking population;
. People seeking child care are more likely to have low-paying jobs that offer an income
too high for a family to seek child care assistance, but too low to pay for the costs of
child care.
3. How do you plan to address these changes?
. We are seeking grants to make sure that all of our materials are in Spanish as well as
English. We are looking for training opportunities for current staff in conversational
Spanish. If a position opens, we will be seeking someone who speaks Spanish.
. The issue of "working poor" will have to be addressed by many agencies. Success by
Six, Empowerment, etc. will have to look at strategies to be sure that all children not
jccoghslfundingform.doc
7
Agency Name: 4Cs Child Care Resource & Referral
only have access to school-ready programs, but programs that also serve the needs of
their parents.
4. Identify your desired client outcomes (what do you hope to achieve for your clients as the result of
your services?).
The purposes of the provider support services programs are to:
. Increase the accessibility of high-quality, affordable child care/early learning
environments for all children.
. Increase the quality of child care/early learning environments for all children.
The purposes of the parent/community services programs are to:
. Increase the number of families who have sufficient resources to provide a stable child
care to support the well-being of children.
. Increase effective opportunities to learn about child development and parenting skills.
. Increase public engagement and support for families with young children and
workplace commitment to families.
The purpose of the Home lies Child Care Center program:
. Children will gain or maintain total protective factors (well-being of children as
measured by Devereux Early Childhood Assessment -DECA scale) by the end of their time
at Home lies;
. Participating children will have up to date immunizations;
. Parents will seek, obtain, and/or maintain employment or attend school;
. Parents at Home Ties will have the ability to access resources necessary to meet basic
needs including information on HAWK-I health insurance;
. Families will remain united and maintain an environment that promotes healthy child
development and family resiliency,
5. Describe the evaluation methods you use to measure client outcomes and/or the success of your
services?
Provider Services Program:
. Accessibility-Rate of provider retention, rate of recruitment of proViders/slots
. Quality-Family Day Care Rating Scale (a nationally recognized quality assessment for
child care homes), rate of registration with the state of Iowa (state-recognized quality
assessment for child care homes), rate of education participation
Parent/Community Support Program:
. Resources-Toy Library membership, story hours offered/attendance, website hits,
number of referrals
. Opportunities to Learn-numbers of classes offered/attendance
. Public Engagement-number of speaking engagements at businesses
jccoghslfundingform.doc
8
Agency Name: 4Cs Child Care Resource & Referral
Home Ties Child Care Center:
. Well-Being-DECA rating program began in FY04. It is a national tool that measures the
well-being of children (mental, emotional, physical).
. Immunization-All children who enter Home Ties must have their immunization records
up to date.
. Parent Employment/School-Parent goals (find employment or housing, keep
employment, remain in school) are fulfilled while the children are enrolled at Home Ties
. Parent Resources-Referrals to Hawk-I insurance program and other agencies (Grant
Wood AEA, Crisis Center, Department of Human Services, etc.)
. Family Resiliency-The number of children who transition into traditional child care
settings (not removed from the parents by Department of Human Services.)
6. What client outcomes have you achieved?
Provider Services Program:
Accessibilitv- FY03 FY04 FY05
% of providers who 84% 84% 83%
remain active for more
than one year (national
average Is 30% according to
1999 report from the Center
for the Child Care Workforce)
Recruitment of new Providers: 58 Providers: 51 Providers: 55
oroviderslslots Child Care Slots: 348 Child Care Slots: 306 Child Care Slots: 330
Ouality-
Family Day Care Rating N/A: Not used until 100% of every 100% of every
Scale FY04 provider tested provider tested
increased or increased or
remained stable in all remained stable in all
six areas of six areas of
evaluation. evaluation.
% of providers listed 86% 86% 82%
with 4Cs that are
reaistered with the state
Classes offered 179* 130 155
Class Particioants 2,630 2,365 2,779
* Received grants for additional classes in FY03 through Empowerment.
Parent/Community Support Program:
Resources- FY03 FY04 FY05
Toy Librarv membershio 250 270 268
Storv Hours Offered/attendance 50/750 68/1.451 98/2.189
Website hits 543 681 3.048
Child Care Referrals 893 1.055 1.226
jccoghs\fundingform.doc
9
Agency Name: 4Cs Child Care Resource & Referral
Opportunities to Leam-# of 2,298 2,290 2,452
parents who received
educational materials
Public Engagement-number Begun FY04 4 12
of speaking engagements at
businesses
Home Ties Child Care Center:
FY03 FY04 FYOS
# Children served bv Home Ties 101 102 98
DECA Results N/A: Used FY04 All children All children
tested tested
maintained maintained
score or score or
imDroved imDroved
Parent Goals-
% of parents looking for 43% 48% 57%
employment who found it
% of parents looking for housing 76% 76% 100%
who found it
% of parents who remained in 100% 100% 100%
school
% of parents who remained 100% 95% 100%
emploved
Parent Resources-
Hawk-I Insurance Referrals 92 96 26 (This year
most children
were on
Medicaid
Other Agency service referrals 140 80 76
(AEA. DHS. Crisis Center. etc.)
Family Resiliency-Families 98% 100% 100%
that remained together (children
not removed from home by state)
7. How do you plan to use the evaluation results to enhance/extend your services?
Provider Services Program:
. The FDCRS Evaluation System will highlight areas in which child care providers need
support or resources. If an individual shows a need in an area, one-on-one assistance
to help that provider can be provided by 4Cs staff through future site visits and other
forms of technical support. Workshops are provided to address specific topics that
appear to be a common challenge to providers when patterns emerge.
jccoghs\fundingfonn.doc
10
Agency Name: 4Cs Child Care Resource & Referral
Parent/Community Support Program:
. As more and more parents begin to access our web site for child care information, we
will continue to expand the resources found on our web site to enhance parent
education.
. Attendance to our Toy Library Story/Activity hours is increasing each year. Therefore,
we are adding more programs on other days of the week according to parent
requests.
Home Ties Child Care Center:
. The DECA program helps Home Ties staff identify the needs of the children and
provides strategies and activities to meet the needs of the individual children. For
example, a child who shows a low score for attachment issues will be involved in
activities to help him succeed in that area.
. For children too young to use the DECA program, Home Ties staff uses the Ages and
Stages Questionnaire to help identify problem areas in child development. The staff
shares findings with parents and offer suggestions for further assistance (Grant Wood
AEA, for example.)
8. How do your programs/services impact the community?
4Cs Community Coordinated Child Care is the expert in child care in Johnson County.
Without stable child care, 87% of the employees in Johnson County would not be able to
attend work (census 2000 figures.) Additionally, more than half of the young families living
in Johnson County have immigrated from other counties, states and countries due to the
university, hospitals and quality of life.. These families often do not have family supports
(parents, grandparents, etc.) or child resources (toys, insurance, etc.) and are therefore
dependant upon our services. New and expecting parents often do not know how to find or
recognize quality child care.
. Our services continually help families find the child care that allows them to go to work or
school.
. Our provider support programs recruit and retain child care providers for infants, school-
age children, pre-SChool children, weekend and evening shifts, urban and rural locations,
and occasional care.
. Child care providers who are served by 4Cs not only become accessible to families, but
the quality of their programs are improved through trainings and technical assistance.
. Parents who use 4Cs' services know what questions to ask when choosing child care.
. Programs such as the Toy Library and Home Ties Child Care Center give parents and child
care providers access to resources that create stable families, children that are ready for
school, and healthy environments.
. Child care providers receive one-on-one support and training opportunities.
9. How did the agency respond to the UWJC recommendations from your last review?
. 4Cs has not had a full review in the last two years to respond to recommendations.
Section 5: Board Governance
jccoghs\fundingform.doc
11
Agency Name: 4Cs Child Care Resource & Referral
1. Please provide a board roster with names, town, occupation, tenn and end date, officers and
committee assignments. (Attach as Appendix A)
2. How often does your board meet? Monthly
3. What is your average attendance at board meetings? 70%
4. How is the board involved in strategic planning, fund development, and governance of the agency?
. The Board of Directors determines the goalS for each year's plan of work and ranks
priorities for the agency (last done September, 2004).
. The board determines all written policies.
. The board determines the appropriateness of new programs and the ability of 4Cs
to carry out those programs.
. Fund Development planning: events, direct appeals, etc.
5. What type of training/orientation do board members receive?
. New board members receive a pre-orientation with information about 4Cs from the
person recruiting them prior to applying.
. After being accepted by the Board of Directors, new members receive a one-on-
one orientation/training with the Executive Director.
. New board members are encouraged to attend United Way's trainings for board
members. (3 board members have attended this training to date.)
6. Does your agency have written policies and procedures for fmancial management? If yes, date of
last board approval? Julv 2003
7. Have you filed the bi~annual report with the Secretary of State? If yes, date filed? January 2005
8. Have you filed the IRS fonn 990 for the most recent year? If yes, date filed? January 2005
If no to questions 6, 7, or 8, give explanation.
9. Does your agency have a yearly audit? Yes..-X-
If yes,
Who completed the audit?
How much did the audit cost?
No
Greenwood and Crim, PC
$4,500
If material weaknesses are noted in the audit, what is your plan for addressing them?
If you do not have an audit, what is in place to assure accountability in the agency's financial
management? (Give specifics of financial practices/financial review procedures)
10. Insurance Coverage: (check what coverage your agency has)
Insurance
Directors & Officers
a. fiducia Iiabili
jccoghs\fundingform.doc
../ if agency has
Amount
x
1 000 000
12
Agency Name: 4Cs Child Care Resource & Referral
x
x
X
X
X
X
2 000 000
200 000
1 000 000
144 000
500 000
Section 6:Personnel and Staff Develonment
1. State the length of employment of the Executive Director and his/her qualifications.
. Length of Employment: 4 1/2 years at 4Cs
. Education:
+ MA in Science Education/Museum Studies (alternative education)
+ SA in Political Science/History
+ SA in Music Performance
+ Certification in: Group Facilitation (ISU Extension) and Grant Writing (Kirkwood)
+ Currently enrolled in Certification for Non-Profit Management (I5U Extension)
. Career History:
+ 4 years Program Development Manager for Girl Scouts of the Mississippi Valley,
Inc. - Developed program budgets and curriculum, directed program staff and
volunteers, wrote program grants.
+ 2 years Manager of Iowa City Area Science Center exhibits - Created workshop
curriculums, directed staff and volunteers, ran gift shop.
+ 3 years Program Manager/Assistant Director Wild Rose Program Center -
Directed program staff, created camp curriculum.
. Membership/Organizations
+ Iowa Association of Educators of Young Children and National Association of
Educators of Young Children
+ Mensa
+ Prevent Child Abuse-Johnson County
2. Staff Salaries & Benefits (for the entire agency)
Check if Applicable
Retire- Full-Time Equivalent
Paid Health ment Current Salary Range (F'fEs
Position Leave Ins. Plan Per Position Last This Next
Year Year Year
Executive Director X X $35,000 - $45,000 1.0 1.0 1.0
Associate Director X X $27,000 - $35,000 1.0 1.0 1.0
Resource & Referral X X $25,000 - $30,000 1.0 1.0 1.0
Coordinator
CACFP Coordinator X X $25,000 - $30,000 1.0 1.0 1.0
Home Consultant X X $10.00 - $13.00 per hour 1.0 .75 .75
jccoghslfundingform.doc
13
Agency Name: 4Cs Child Care Resource & Referral
CACFP Assistant X $8.00 - $11.00 per hour .5 .5 .5
Toy Library Coordinator V ohmteer Position .25 .25 .25
(Volunteer Position)
Secretary $6.50 - $8.00 per hour .5 .5 .5
Home Ties Coordinator X X $25,000 - $30,000 1.0 1.0 1.0
Lead Teachers X X $20,000 - $25,000 2.5 2.5 2.5
Assistant Teachers $6.50 - $8.00 per hour 4.0 4.0 4.0
TOTAL FfEs 13.75 13.5 13.5
3. If serving multiple counties, how many FTE's serve Johnson County (include administrative and
direct service staft)? 13.5 FTE
4. How much was spent on staff development in the last fiscal year? $3.246
5. How much is budgeted for staff development in this fiscal year? $3.330
6. What training and support opportunities are offered to staff?
. Mandatory trainings for those working directly with children include First Aid, CPR,
Universal Precautions, and Mandatory Reporting of Child Abuse.
. Specific trainings are given according to positions: the Food Program staff attends Food
Program trainings at the state and national level, Resource & Referral staff receive
trainings on database programs, etc.
7. (a) What is your turnover rate (for last complete FY) for direct line staff?
In FY05 we lost 2 employees (out of 11).
. One position changed from full time to 0/4 time due to funding cuts.
. One employee moved out of the area when her husband's job relocated to
Wisconsin.
(b) Issues and concerns about turnover rate?
. Our average full time employee has remained at 4Cs for 4.5 years (with a range of
1 year to 9 years). This is excellent for a small non-profit.
(c) What has your agency done to address issues and concerns?
. 4Cs has avoided high turnover by offering flex time to all employees so that they
may spend important time with their families.
. In FYOS, 4Cs added a process for employees to apply to telecommute for periods of
time (for example, summer months when children are home from school.)
8. Please attach current organizational chart as Appendix B.
9. Comparing the last complete fiscal year to current fiscal year, what was the average % wage
increase? 3%
Yes
10. Does your agency X
No brief ex lanation
Personnel Iicies were u ated to follow the chan es
jccoghs\fundingform.doc
14
Agency Name: 4Cs Child Care Resource & Referral
11.
have personnel in the Fair Labor Standards Act (exempt vs. non-
policies? exempt employee definitions.)
If yes, date board
last reviewed?
Auu".t 2005
Does your board X The board evaluates the director every June/July.
annually evaluate
the director's
performance?
Does your agency X The most recent board approval of a job description
have job was the changes in the description of the Home
descriptions for Consultant position in spring of 2004.
every position?
If yes, date oflast
board approval?
Mav 2004
Is there an annual X Performance reviews are completed by each staff
performance member's supervisor at 6 months and then every
review for every year.
staft'?
12.
13.
jccoghslfundingform.doc
15
Agency Name: 4Cs Child Care Resource & Referral
Section 7: Financial Manaeement
A. Th.... Year tt!l@l~ Balance Sheet
(As of your fiscal year-end)
FY03 FY04 FY05 FY03 FY04 FY05
CUmtnt Assets CUmtnt Liabilities
Cash 29,186 24,056 24,842 Accounts Payable 0 0 0
Investments 0 0 0 Payroll Taxes Payable 283 129 89
Receivables < 90 days 0 0 0 Contracts Payable 0 0 0
other 0 0 0 Mortgage Payable-6 0 0 0
months
Toflll Cu,"",t Auets 29,186 24,056 24,842 Toflll Cu,"",t Uablllties 283 129 89
Other Assets Other Uabilities
Property 87,321 99,283 100,410 Mortgage Payable-Balance 37,217 31,329 24,441
Equipment 74,056 84,901 86,051 . other 0 7,795 6,323
less depreciation (85,731) (99,741) (110,321) Toflll Other Uabllltlea 37,217 39,124 30,764
Receivables> 90 days 0 0 0 Toflll U.b1lltiea 37,500 39,253 30,853
Other 0 0 0 Equity (Net Worth) 67,332 97,819 97,819
Toflll Non-cunent Auets 75,646 84,443 76,140
Total Assets 104,832 108,499 100,982 U.b + Equity 104,332 137,072 128,672
.Copy machine leased in 2004
jccoghs\fundingform.doc
16
Financial Information is: [Xl entire agency
Agency Name: 4Cs Child Care Resource & Referral
] county specific [l program specific
FY05 FY06 FY07
B. Income & Expense
Income
Local Funding Sources
Coralville 0 2,000 2,000
Iowa City 0 2.000 2.000
Johnson County (1) 77,000 77,000 77,000
Uniled Way 23,238 24,000 25,000
Grants-Federal, State, Foundation 258,602 254,765 262.500
Net Sales of Service (2) 59,463 75,050 77.300
ConlributionslFundraisin9 (3) 17,132 22,000 22,660
Investment Income 473 400 400
Rental Income 11,518 11,000 11.000
Food Program Pass-Throu9h Funds (4) 288,496 248,000 255,000
Total Income 735,922 717,215 734,660
Expense
Wages & Salaries 301,145 308,503 317,800
Benefits 42,240 44,713 46,000
Administrative 9,383 10,400 10,700
Occupancy (5) 41,173 33,820 35,000
Food Program Pass-Through Funds (4) 288,496 248,000 255,000
Program Expenses 52,603 60,420 85,000
Endowment Establishment (3) 0 6,065 2,000
Total Expense 735,040 711,941 731,500
C. Fund Balance
Revenue 735,922 717,215 734,860
Carryover Balance from previOUS year 1,914 0 0
Total Operating Budget 737.836 717,215 734,860
Less Total Expendiluras 735,040 711,941 731,500
Ending Fund Balance 2,796 5,274 3,360
Less Rastrictad Balance 2,796 5,274 3,360
Carryover Fund Balance 0 0 0
jccogbs\fundingfonn,doc
17
Agency Name: 4Cs Child Care Resource & Referral
(1) Johnson County has annually given $75,000 to Home Ties Child Care Center for child care for
homeless and at risk children. In FY05 and 2006, Johnson County elected to give 4Cs $2,000 for
general operating funds. We are again requesting $2,000 for FY07.
(2) Home Ties Child Care Center has added 6 child care spots that will be paid for by child care
assistance or low income families for FY05.
(3) In FY05, 4Cs began raising donations to establish an endowment through the Johnson County
Community Foundation. In early FY06, that endowment was established.
(4) 4Cs sponsors the Child and Adult Food Program for Johnson County. Funds earned by child care
providers are passed through 4Cs.
(5) In FY05, 4Cs received funding for building improvements including an elevator. However,
contractors discovered that the original blue prints were incorrect and an elevator was not feasible, so
4Cs declined the grant.
BdlDonorlFunder Restricted Funds Designated for: FY05 FY06 FY07
Board Restrided Reserves 2,796 5.274 3,360
Total Restricted Funde 2,796 5.274 3,360
In-Kind Support:
Services/Volunteers (6.50 per hour) Home Ties Volunteers, Toy Library Voiunteers, 16,900 16,900 16,900
Administration Volunteers
Material Goods Home Ties program supplies. Office Supplies, Toy 25,000 25,000 25,000
Library Toys, Raffle Donations
Space, Utiltties, ete Home Ties Stte, Toy Library Stte as,ooo 96,000 100,600
Total In-kind Support 129,600 137,900 142,700
Gran1s DescrtptionlPurpose
Empowerment of Johnson County Home Ties! Provider Services 66,08B 62,365 66,500
Universtty of Iowa (1) Child Cere Referral! Provider Services 41,500 21,800 21,800
Child Development Block Grant Child Care Referral! Provider Services 84,657 67,000 69,000
Communtty Development Block Grant(2) Building 440 0 0
Child & Aduft Food Program Food Program Admin I Home Ties 80,741 82,600 66,200
Other Grants: Target, Dollar General, etc. Toy Library! Home rIBs 3,500 1,000 0
Total Grants 258,604 254,766 262,500
(1) The University of Iowa cut funding to 4Cs in FY06 due to its own funding cuts.
(2) 4Cs received COBG funding in FYOS that was carry over from FY04's project.
jccoghs\fi1ndingforrn.doc
18
4Cs Child Care Resource &. Referral
BOARD OF DIRECTORS 2005-2006 - Appendix A
John Hartley (President)
Iowa City, IA 52240
Teacher/Head Start
Term ends: 6/30/08
Lynn Kubit
Iowa City, IA 52240
Nurse for Public Health
Term ends: 6/30/06
Lynne Kinney (Vice President)
North Liberty, IA 52317
Accountant
Term ends: 6/30/2008
Allan Axeen
Coralville,IA 52241
HACAP Housing Program
Term ends: 6/30/2006
Judith Crossett (Treasurer)
Iowa City, IA 52246
Geriatric Psychologist (UIHC)
Term ends: 6/30/06
Donna D'Alessandro (Secretary)
Iowa City, IA 52246
Pediatrician (UIHC)
Term ends: 6/30/2007
Meaghan Foster
Coralville, IA 52241
Foster Parent, Child Care Staff
Term ends: 6/30/2009
Eric Vigil
IOWlEK:ity, IA 52246
Pediatric Nurse (UIHC)
Term ends: 6/30/2009
Alice Atkinson
Iowa City, IA 52246
Professor Early Childhood Education
(UI - Semi-retired)
Term ends: 6/30/08
Suzanne Henry
Iowa City, IA 52246
Pediatric Psychologist
Term ends: 6/30/2009
Committee Assignments
Executive Committee: John Hartley, Lynne Kinney, Judith Crossett, Donna D'Alessandro
Fiscal Committee: John Hartley, Judith Crossett, Lynne Kinney
Public Relations Committee: Alice Atkinson, Meaghan Foster, Suzanne Henry
Personnel Committee: AI Axeen, Lynn Kubit, Eric Vigil
Fund Raising Committee: All board members
I I
I
I
i
Organization Chart - Appendix B I
4Cs Child Care Resource & Referral
I
I
I
I
I
I Board of Directors I
I
I Executive Director I
I
I Associate Director I
1
Toy Ubrary Education Program I Receptionist I
Coordinator Program Coordinator of CACFP R&R
Coordinator Coordinator Program
HomeTies
I Coordinator
I
Lead Teachers Nutritionist I
Home Child
Care Assistant
Consultant Teachers
1\ 07 /I II ilia II Sl'n kl' \gl'lIe~ Rl''1'''''' 1m' .' IIl1dillg
( ih oj ( ill :11\ ilk. { ]1\ 01 10\\.1 ( It\, ,[f)!III'\OIl ( fHlI1l\. 1, IIIit'd \\ :1\ It' ,Iohnsoll ('011111,
Agency Name:
Section 1: Backl!:round
American Red Cross, Grant Wood Area Chapter
Address: PO Box 10375, Cedar Rapids, IA 52410
Phone:
(319) 393-3500
Executive Director:
Angela Schmucker
Signature:
{~
Bd. Pres Name: Dennis Jordan
Slgnat
Request Completed By: Angela Schmucker
Date:
Check Your Agency's Budget Year:
1/1-12/31_ 7/I-6/30_X_
10/1-9/30_
I ,oral I, ulldill~ Slllllllwr~ :
4/1104-
3/31/05
4/1/05-
3/31106
4/1106-
3/31107
%of
Total
Bud et
Amount received from UWJC
Does not include designated
'vin or S ecial Needs Grants
o
o
o
o
FY 05 FY 06 FY 07
5,235 5,28 6,500 3.36%
500 500 1,000 0,91%
Ci of Coralville 1,2l11 130di)" 1,750 0.52%
What were local funds used for this year: These funds were used to provide reliefto victims of disasters
in the form of emergency food, shelter and clothing, and to teach individuals disaster preparedness and
response. The funds supported our efforts to provide emergency military communications and support.
The were also used to teach eo Ie health emer enc skills, includin CPR, first aid, and water safe ,
What will next year's local funds be used for? Funds received in the coming fiscal year will be used to
support the activities described above in our Emergency Services and Health Services programs.
Agency Mission Statement:
The mission of the American Red Cross is to assist victims of disasters and to help people prevent,
prepare for, and respond to emergencies,
Summarize your programs and 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
emergency communication and reunification assistance to military families. No direct federal aid is
received by the American Red Cross for these services.
The Health Services programs provide health education and prevention to help people prevent, prepare
for, and respond to emergencies. These are accomplished by offering prevention education courses in
Cardiopulmonary Resuscitation (CPR), first aid, automated external defibrillation (AED), water safety, and
preventing disease transmission. Health Services volunteers also assist at local blood drives, health fairs and
first aid stations.
List any accreditation and licensure your agency currently has. Explain.
We are a chartered unit of the American National Red Cross, To maintain our charter, there are 47
performance standards which we are evaluated on each year.
Agency Name _American Red Cross, Grant Wood Area Chapter
Agency History (Using one 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 reliefto 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 eight Eastern Iowa counties: Johnson, Linn, Benton, Buchanan, Jones,
Delaware, Washington and Iowa, serving an estimated 440,000 people.
Red Cross plays a vital role in county emergency response plans. The chapter works closely with the
Johnson County Emergency Management Agency (EMA) and other emergency response agencies in
preparation for possible emergencies. Volunteers in Disaster Services respond to emergencies in their counties
at all times of the day and night. They work with disaster victims and emergency responders to help meet
immediate emergency needs such as food, clothing and shelter. To help reduce the number of fires in our
community, the Red Cross and area fire departments work together to provide the Battery Up program for low-
income, elderly and at-risk populations in the area. We provided disaster assistance to 80 people in Johnson
County this past year, and spent $11,361 helping them recover. We trained 21 new volunteers in Johnson
County this past year and reached 125 people with prevention and safety messages.
The Red Cross has worked closely with various organizations in Johnson County to provide information
and education about our international and military support services. We conduct educational sessions with the
local National Guard units to inform families about services that the Red Cross provides. We also work with
the United Nations Association and the University ofIowa Law Center to coordinate international services
tracings and messages. Our volunteer services program with the Veteran's Affairs Hospital in Iowa City
doubled its participation of volunteers this past year and continues to remain strong.
CPR and First Aid training continues to be needed in the Johnson County community. Individuals take the
class for both personal and professional reasons. We trained 7,038 people in CPR, first aid, AED and water
safety this last year, bringing us closer to our goal of having at least one member of every household trained in
these lifesaving skills. We also collected 635 units of blood in Johnson County in collaboration with many
area businesses and organizations.
We were actively involved in the Johnson County Health Planning Committee this past year. This
committee actively assessed the current status of health in Johnson County and prioritized the areas needing
improvement and submitted those recommendations to Johnson County and the state. We also participated in
the Johnson County Early Defibrillation Task Force which was instrumental in ensuring that first responders
all had immediate access to defibrillators by placing them in police cars and fire trucks throughout Johnson
County.
Unfortunately, due to financial constraints with the beginning of fiscal year 2006, we had to close our
Johnson County office and release the staff member working there. Due to the generosity of a local business,
we were able to secure a site for our classes and training programs. We have office hours there each
Wednesday but are currently unable to dedicate a full-time staff person to Johnson County . We do remain
committed to ensuring that all services that people have come to expect from the Red Cross are accessible.
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.
jccoghslfundingform.doc
2
Agency Name _American Red Cross, Grant Wood Area Chapter
Section 2: Client Profile
Nultlh('" of People Sl'rH.:'d: l:ntl'r Past '1'\\0 Years:
FY04
7,701
FY05
7,518
1. How many Johnson County residents (Including IC &
Coralville did our a enc serve?
2. How many Iowa City residents did your agency serve?
1 Unduplicated Count
2 Unduplicated Count
6,160
6,282
3. How many Coralville residents did your agency serve?
3 Unduplicated Count
1,078
1,213
Client Profile (for last complete ~ ear. if a' ail able. If lIot '1\ ailable, please explain bridl~.
Age (use agency's Gender Ethnicity (use agency's breakdown)
breakdown if needed)
0-18 2,430 Female: 2,106 Hisnanic 17
19-25 354 Male 1,898 Caucasian 980
26-40 287 Unknown 3,514 African American 35
41-55 189 Asian 28
56+ 51 Native Hawaiian or Pacific I
Islander
Unknown 4,207 American Indian or Alaska 5
Native
Middle Eastern 4
Two or more races I
Sudanese 0
Unknown 6,447
We are not able to collect the above information for all clients receiving services but have
provided the information for those we do know.
3. Briefly describe your service population.
Our agency provides services to all residents of Johnson County and the other seven counties
we serve. Some of our programs target specific populations. For example, we have youth education
programs in both Disaster Services and Health Services. Our Battery-Up program targets low-income,
elderly and at-risk populations. Disaster services are provided free of charge to any person who has
experienced a disaster. We feel each household and business in the county can benefit from our safety
training programs.
4. How do you determine eligibility for services?
Specific programs have guidelines for eligibility. Disaster Services clients are referred to us by
municipal agencies such as Iowa City Fire Department, Johnson County Emergency Management, or
other agencies that can verify a disaster event. Families receiving Armed Forces Emergency Services
are either active duty military servicemen and women, veterans, or immediate family members.
International Services clients are members of families separated due to war or disaster. All members
of our communities are eligible for community referrals, community disaster education, presentations
on military support and services, and international services.
We provide Health Services training programs to the general public as well as area schools and
businesses.
5. Are there fees for your services? Yes_X_ No
If yes, please describe your fee structure:
Fees are charged for many of our Health and Safety Services training programs. The chapter
conducts a cost analysis of our classes to ensure the appropriate fee is charged. On a case-by-case
jccoghs\fundingfonn.doc 3
Agency Name _American Red Cross, Grant Wood Area Chapter
basis we can provide full or partial scholarr.hips to individuals based on need. There are no fees for our
Disaster or Armed Forces Emergency SeT\jices programs.
6. A. Do you provide services in the sJall and rural areas of Johnson County? Yes
Area(s) served: We provided service~ in the following areas this past year: North Liberty, Oxford,
Solon, Riverside, Tiffin, Shueyville and Lone Tree.
Services provided: These services included our Battery-Up program in Lone Tree; Disaster
Services in Lone Tree, Hills and North Liberty; Emergency Family Services in North Liberty and
Lone Tree; and Health and Safety tr~ngs in North Liberty, Solon, Shueyville and Oxford.
B. Do you provide services to areas outside of Johnson County? Yes
Area(s) served:
eastern Iowa.
Linn, Benton, Buchanan, Iowa, Jones, Washington and Delaware counties in
Services Provided:
We provide Emergency Services programs including disaster response and preparedness,
military support and communication, tracing and reunification services. Also, Health Services
programs including CPR, first aid, water safety, disease prevention, and blood collection. Finally, in
the other counties that we serve, we provide prevention education about HIV / AIDS, and financial
support and casework for clients living with this disease. We do not provide HIV/ AIDS services
directly to Johnson County but work collaijoratively and supportively with the Johnson County Health
Department and other agencies doing this work.
Funding Sources:
Our chapter's fiscal year 2005 revenue was composed of the following income sources:
United Way - 25%
Program Fees - 17%
Grants - 12%
Special Events - 4%
MiscellaneouslInvestment Income --6%
Contributions - 36%
jccoghsliUndingfornLdoc
4
Agency Name _American Red Cross, Grant Wood Area Chapter
~~n 3:Communitv Relations
1. How do you assess satisfaction with your services?
(a) Client: Clients are surveyed within one month of receiving services. These surveys are
then analyzed to determine satisfaction and quality of services.
(b) Community: Our Board of Directors, along with paid staff, implement 3-year strategic
plans. Paid and volunteer staff regularly meet with community members via other
agency meetings, volunteer fire department associations, and project collaborations.
Input from community leaders is also solicited through involvement on chapter
committees.
2. Briefly summarize your findings:
Our evaluation process shows that we provide appropriate, timely and quality services to our
clients. We need to continue to strengthen our donor base and help people understand the scope of the
services we can provide. We also need to continue to work on volunteer recruitment in rural areas and
diversity of our volunteer base. In addition, we need to continue to build partnerships with agencies,
organizations and schools in all areas of our chapter.
3. What changes have been made in response to these rmdings?
We have found the Disaster College format for training new volunteers quite successful and
trained 21 new volunteers in Johnson County this past year. Through this "Disaster College", new
volunteers receive training each week and complete all necessary coursework to become active
responders within six weeks.
4. Who are your referral sources to your agency? Please list the main sources and estimate the
percentage of clients that are referred by each source.
Source of Referral . % of clients referred
Local Fire Departments, including Iowa City, 25%
Coralville, North Liberty, Lone Tree and Hills.
National Guard Command 25%
Crisis Center 25%
DofI 10%
Davcare Facilities 14%
5. What other agencies/organizations in Johnson County provide similar services to the same
clientele as your agency?
We work with other agencies to ens\ill"e no duplication of services. Some of the other
agencies/organizations we collaborate with for Emergency Services clientele include: Salvation Army,
Crisis Center, V A and other area hospitals, Veterans Affairs, Goodwill, and local churches.
The American Heart Association also provides CPR training for the community. There are,
however, important differences between the two programs. The American Red Cross believes that a
jccoghslfundingformdoc
5
Agency Name _American Red Cross, Grant Wood Area Chapter
one-year certification for CPR is critical to Imsure that lifesaving skills are current. However, the
American Heart Association has a two-year certification for the same program.
6. Describe what distinguishes your agency and/or its services from other agencies that provide
similar services in Johnson County.
Because of our trained and organized Disaster Services volunteers, we are able to respond to
local disasters within 45 minutes. We identify and meet the emergency needs of Disaster Services
clients, and then refer those clients as needed to the other agencies. The American Red Cross has a
mandated role in communications and leave requests made between servicemen and women and their
families. We verify information needed by the military for notification or leave requests.
In addition to the certification differences with American Heart Association, we have scheduled
health and safety courses and an established training site. We also provide on-site training to
businesses and organizations.
7. Outside of referrals, list up to 3 primary collaborations. Briefly describe tbe nature of each
collaboration.
Collaborations , Briefly describe
1. Fire Departments 1. Fire departments notify us when they are
called to a fire so that we can provide
assistance to the affected individuals and
support the firefighters themselves with
canteen services. They are also our partners
for the Battery-UP project. We work with the
, fire department to identify households that
need smoke alarms or new batteries. We then
go out with the fire departments. While the
fire department installs or replaces the smoke
alarms or batteries, our volunteers provide
safety information to the residents.
2. V A Hospital 2. A strong collaboration involves Red Cross
volunteers going to work at the V A Hospital
in Iowa City. Veterans and their families are
a key constituent for our Armed Forces
Emergency Services CAFES) program.
3. Johnson County Emergency Management 3. Because of the proximity of the Duane
Agency Arnold Energy Center, Johnson County is
considered a "host county". An evacuation of
Linn County would bring thousands of people
into Johnson County for sheltering. Red
Cross volunteers work with Johnson County
Emergency Management for sheltering,
feedinl!, mental health support, and other
jccoghs\fundingform.doc
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Agency Name _American Red Cross, Grant Wood Area Chapter
disaster services. Drills for the potential
evacuations occur several times each year.
4. University ofIowa College of Nursing
4. We work with the college to train their
students in CPR and first aid.
jccogbs\fundingform.doc
7
Agency Name _American Red Cross, Grant Wood Area Chapter
,
Section 4: Stratel!i~ Planninl! and Al!encv Effectiveness
,
1. Describe up to 3 challenges/opportulJ.ities your agency is currently facing and how your
agency is addressing them. (e.g., startmg, finances, service delivery)
Challenges/Opportunities , Strategies
1. Funding 1. As a direct result of financial deficits in
Johnson County, we have had to temporarily
close the office in Iowa City and release a
full-time staff member. We do have a diverse
funding base throughout the agency and need
to continue to enhance our visibility and
awareness in Johnson County. We will be
holding a community meeting in Johnson
County in October 2005.
2. Staffing, both volunteer and paid. 2. We continue to benefit from the VISTA
position but had to eliminate a full-time paid
position in Johnson County for fiscal year
2006.
3. Providing services to areas outside of the 3. We seek to build on partnerships such as
urban centers. those with outlying community fire
departments, schools and other organizations.
Weare working on recruitment of additional
volunteers in outlying areas as well.
2. In what way will the needs of your service population change in the next five years?
The "graying" ofIowa means that the percentage of older Iowans will continue to increase. The
people who seek our services are often more needy than they have been in the past. People are more
concerned about safety issues in the current environment and they are also more protective of their
time. We also see growth in the need for automated external defibrillator (AED) training as more
schools and businesses require AEDs to be accessible.
3. How do you plan to address these changes?
We need to ensure that our services take into account the needs of older adults. We have
developed a Caregivers Program to address the needs of residents who are caring for a loved one in
their own home. Our Battery-Up program is another in which we seek to meet the needs of older
adults. We carmot provide for all of the ne~ds of our clients but are able to help direct them to other
resources as appropriate. Our national office, in partnerships with chapters across the country,
continues to be a leader in the development of safety products and programs designed to meet the
varying needs of communities. To ensure that people want to spend their precious time with us, our
volunteer opportunities need to continue to be meaningful and appropriate. We are also working to
ensure that adequate materials and equipment are available to meet the growing demand for AEDs and
training through promotional events and information, and grant funding.
jccoghs\fundingformdoc
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Agency Name _American Red Cross, Grant Wood Area Chapter
4. Identify your desired outcomes (what do you hope to achieve as the result of your services?)
Emergency Services outcomes include the following:
. Move families out of disaster crisis in a timely manner, and reduce the financial and emotional
impact by providing disaster relief assistance.
. Ensure adequate and consistent response to local disasters.
. Provide emergency communicationS, crisis support and information to Armed Forces
personnel, veterans and their family members.
. Re-establish contact between international family members separated by war, armed conflict,
or disaster and increase community 'awareness of international issues in accordance with Red
Cross guidelines.
. Increase community awareness of Emergency Service programs to help people prevent, prepare
for, and respond to emergencies.
Health Services outcomes include the following:
. Educate individuals living in Johnson County to prevent, prepare for, and respond to accidents
and medical emergencies.
. Provide Water Safety and Lifeguard skills training through partnership with area parks and
recreation departments.
. In partnership with Heart of America Blood Region, collect blood for human needs, increasing
the units collected in Johnson County.
. To promote HN/AIDS prevention and education to youth and the general public.
S. Describe the evaluation methods you use to measure the success of your services?
We analyze demographics of current volunteers to ensure we have a diverse workforce. We
use surveys, community collaborations and,informal feedback to monitor services provided. We also
rely on our volunteer service committees and other community leaders to determine if we are meeting
the needs of the community. Our Board of Directors monitors services and progress through monthly
activity and financial reports and our strategic plan. We will be holding community meetings with our
Executive Committee this coming year in our outlying counties to solicit feedback about our services.
We will begin in Johnson County in October 2005.
6. What client outcomes have you achieved?
Surveys of clients show a high degr~e of satisfaction with direct services. Disaster clients
report the following outcomes from services received:
. 100% rate services as above average, very good or excellent, and
. 100% responded that the fulfilhnen~ of their immediate needs was above average, very good or
excellent.
Participants in our Health and SafetY programs report the following on a post-course survey:
. 98% rated their overall satisfaction {vith the course as good or excellent, and
. 91 % agree or strongly agree that th~y feel prepared and willing to respond in an emergency.
One hundred percent of recipients of Armed Forces Emergency Services state that their overall
satisfaction with services was above average, good or excellent.
7. How do you plan to use the evaluation results to enhance/extend your services?
Working with our paid and volunteer staff, we are increasing our visibility and presence in
Johnson County. We are contacting more schools, community agencies, and interested individuals to
jccogbslfundingform.doc
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Agency Name _American Red Cross, Grant Wood Area Chapter
discuss American Red Cross services and opportunities, and are determining what changes are needed
to further serve individuals' needs. We also continue to monitor community perception ofprograrns
and services, and assess needs.
8. How do your programs/services impact the community?
Our programs assist people in John~on County in preparing for, preventing and responding
to emergency situations through disaster education and response, provide 24-hour emergency
communication and assistance to active military members and their families, and re-establish
communication between family members Who have been separated due to conflict, political unrest or
disaster. Our programs make Johnson County a safer place to live and work by teaching people how to
perform CPR and first aid, and other lifesaving skills.
Section 5: Board Governance
1. Please provide a board roster with names, town, occupation, term and end date, officers and
committee assignments. (Attach as Appendix A)
2. How often does your board meet?
Bi-Monthly
3. What is your average attendance at board meetings?
Our average Board attendance this past year was 23 of 35 members. Several of our Board
members are, however, honorary members and are not often able to attend meetings due to health
issues or travel schedules.
4. How is the board involved in strategic planning, fund development and governance of the
agency?
Board members participate in retreats involved in establishing the strategic plan for the agency.
They also serve on committees and oversee various aspects of the plan. As a full Board, members
receive bi-annual updates to the strategic plan. Each month the Board reviews financial data about the
chapter and wrestles with issues that the chapter is facing. Board members are expected to contribute
financially to the chapter, as well as participate in our various financial development efforts.
S. What type of training/orientation do board members receive?
An initial one-one-one orientation occurs with the Executive Director. Then, new Board
Members participate in a 3-hour orientation program which the National American Red Cross has
developed. Local information is used to supplement the structure provided by the national office.
6. Does your agency have written policies and procedures for fmancial management? If yes,
date of last board approval? _We do have policies but they are established by our national
organization.
7. Have you filed the annual report with the Secretary of State? If yes, date fIled?
Not applicable to our organization.
8. Have you fIled the IRS form 990 for the most recent year? If yes, date fIled?
Our national office files the 990 for our organization.
jccoghs\fundingformdoc
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Agency Name _American Red Cross, Grant Wood Area Chapter
If no to questions 6, 7, or 8, give explanation.
Our organization is not incorporated in the ~tate oflowa. Weare a chapter of a national organization
and all reports are filed on a national level.
9. Does your agency have a yearly audit? Yes _X_No
If yes,
Who completed the audit? Bergan, Paulsen & Company, P.C.
How much did the audit cost? $7,300
If material weaknesses are noted in the audit, what is your plan for addressing them?
No material weaknesses were noted.
If you do not have an audit, what is in place to assure accountability in the agency's financial
management?
10. Insurance Coverage: (check what coverage your agency has)
Insurance Check if agency has Amount
Directors & Officers
a. fiduciary liability X $26 million
b. emDlovrnent Dractice liability X $26 million
General Liability X $1 million
Umbrella Liability X $5 million
Professional Liability X $1 million
Property or Renters X Replacement
cost
Vehicle X $1 million
jccogbs\firndingfornLdoc
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Agency Name _American Red Cross, Grant Wood Area Chapter
Section 6:Penonnel and Staff DeveloDment
1. State the length of employment of the Executive Director and his/her qualifications.
Our Executive Director has been with our chapter for eight years. Prior to that, she was
employed by the United Way of East Central Iowa. Angela also has her master's degree in
Urban and Regional Planning.
2. Staff Salaries & Benefits
Cheek if Applicable
:aetire- Full-Time Equivalent
Paid Health ment Current Salary Range lYrEs
Position Leave Ins. Plan Per Position Last This Next
Year Year Year
Executive Director X X X $54,114. $127,169 0.05 0.05 0.05
Health & Safety Program X X X $17,750. $ 41,713 1.05 0.05 0.05
Coordinator .
Emergency Services X X X $25,738 . $ 60,484 0.15 0.15 0.15
Director
Health Services Director X X X $25,738. $ 60,484 0.25 0.25 0.25
Assistant Director X X X $17,750. $ 41,713 0.05 0.05 0.05
Emergency Services
Connnunity Education X X X $17,750. $ 41,713 0.05 0.05 0.05
Coordinator
Health & Safety Services X X X $17,750. $ 41,713 0.10 0.10 0.10
Program Manager
Director of Marketing X X X $17,750. $ 41,713 0.30 0.30 0.30
Director of X X X $25,738 . $ 60,484 0.20 0.20 0.20
Communications
Director of Volunteers X X X $17,750. $ 41,713 0.15 0.15 0.15
Workplace Instructors X X X $17,750. $ 41,713 0.50 0.50 0.50
Other Support Staff X X X $17,750. $ 41,713 0.09 0.09 0.09
TOTAL FTEs 2.94 1.94 1.94
3. If serving multiple counties, bow many FTE's serve ,Johnson County (include administrative
and direct service staft)?
4. How much was spent on staff development in the last fiscal year? $255 allocated to JC
5. How mucb is budgeted for staff development in tbis fiscal year? $50 that is allocated
soecificallv to JC
jccoghs\fundingformdoc
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Agency Name _American Red Cross, Grant Wood Area Chapter
6. What training and support opportunities are otTered to staff?
We have kept budgets for statTto attend development programs related to their area of
responsibility. We also offer in-house training with existing staff and volunteers sharing their
expertise.
7. What is your turnover rate (for last cpmplete FY) for direct line staff? Of the 6 positions that
came open this past year, two were filled intemally. We did not have a resignation from October 2004
until May 2005. The staff members who resigned in May were affected by the July I planned layoffs.
Of the resignations we had prior to October, one person returned to employment as a Workplace
Instructor and one was hired by the Red Cross in Michigan (her home state). We did have 2
resignations in June 2005 - one due to relocation and the other due to personal circumstances. One of
these two positions was filled internally resulting in another opening. Two previous employees have
now applied for that position as well.
Issues and concerns about turnover rate? We have made significant progress this past year
overcoming a significant turnover rate.
What has your agency done to address issues and concerns? A staff satisfaction survey was
conducted for the first time in June 2004 to address employee concerns. Results of this survey were
shared with employees and the Board of Directors. A second survey in June 2005 showed significant
improvement in many areas. Salaries remain a concern that our Executive Director, Human Resources
Committee and Board will be looking at this year.
7. Please attach current organizational chart as Appendix B.
8. Comparing the last complete fiscal year to current fiscal year, what was the average %
wage increase? 3%
II.
Yes No If no, brief exnlanation
Does your agency
have personnel X
policies?
If yes, date board
last reviewed?
2000
Does your board
annually evaluate X
the director's
performance?
Does your agency Paid staff job descriptions are the prerogative of the
have job X Executive Director and are adjusted as needed to reflect
descriptions for changes to staff duties.
every position?
If yes, date oflast
board approval?
9.
10.
jccogbslfundingformdoc
13
Agency N8III1e _American Red Cross, Grant Wood Area Chapter
12.
Is there an annual
performance X
review for every
staff?
jccoghslfundingfonn.doc
14
'Agency: American Red Cross Grant Wood Area Chapter I I
Section 7: Financial Manaaament
A. Three Year HIstorical Balance Sheet I
As of YOur fiscal vear-end)
FY03 FY04 FY05 FY03 FY04 FY05
,
Current Anetl ------~-- Current Llabilitle.
_"ash - . $207,270 $203,197 $143,512 Accounts Pavable $17,374 $12,513 $21,447
Investments -. $900,089 $1,335,666 $866,761 PB~II Taxa. PBvable $9,421 $1,931 $1540
Receivables < 90 davs $107,967 $39,262 $154,201 Contracts PBVAble
OthBr $25,299 $16,794 $15,313 Mortaaae PaVAble-6 months $220,000 $220,000 $220,000
Total Current As.sets $1,240,615 $1,594,919 $1,179,787 To,., CUlT8tlt Uablllties $246,795 $234,444 $242,987
Other Asa.ats Other L1abllltJea
_!,roPBrty ____ $3,180,785 $2,910,366 $2,812,731 MortnaDe PBvable-Balance $1,760,000 $1,040,000 $820,000
EculcmBnt OIhar $23,336 $25,471 $26,027
_ less~!.E!!Ciation__._ Total Other Uabllltie. $1,783,336 $1,065,471 $846,027
~ivables > 90 days . - $1,076,061 $540,663 $390,961 Total Uabllltle. $2,030,131 $1,299,915 $1,089,014
_pther ____.._____ - $78,853 $32,363 $333,671 Net Assets $3,546,183 $3,778,398 $3,828,136
_..,r~tiJIN~-curren!As..ts ___. $4 335,699 $3,483,394 $3,537,363
Total As.ets $5576314 $5078313 $4717 150 L1abIllU.. & Net As..ts $5576314 $5078313 $4 717 150
15
Aaencv: American Red Cross Grant Wood Area Cha >ler
IFY05 FY05 FY07
B. Incame & Expenses
Income ,
Local Fundina Sources ""_.
Iowa Citv ; $5,287 $6,000 $6,500
Coralville 1$1,300 $1,600 $1,750
~}ohnson County i $500 $500 $1,000
,
United Wey - Allocation 1 $0
- Designated. Giving 1$1,987 $5,000 $2,000
I
Grants-Federal, State, Foundation 1$1,370 $3,825 $4,000
Net Sales of Service $56,306 $64,497 $67,700
~
Net Sales of Materials $20,100 $27,445 $28,800
Contribu1ionslFundraisina $148,375 $59,788 $62,800
Investment Income 1 $21 $50 $50
Other 1
Total Income s:!35,248 $168,705 $174,600 --
~
Ex~ns8S
Wage~.& Salari~___. $84,335 ~ $58,191 $59,900
Benefits S21,6Q7 $17,684 $19,500 --
-----~-------------- ._-~---- .. ~~.
OccuDancL-__..__.~~ '22,795 $1,704 $1,900
~on-occupancy .- ~ $1139,231 $106,630 $112,000
Other
-. $~67 ,968 $184,209 $193,300
--
C. Fund Balanc.
Revenue $235,246 $168,705 $174,600
Carryover Balance from previous year
Total Operating Budget $235,246 $168,705 $174,600
Less Total Expenses $287,968 $184,209 $193,300
Endina Fund Balance ~~ ' ($32,722 ($15,504 ($18,700
Less Restricted Balance (explain) i
1$32,722,1 ~--
Carryover Fund Balance 1$15,504 1$18,700'
16
: Amelican Red Cre.. Grant Wood Ar88 Cha
D. BdlDonorIFunder RHtrtcted Funds OMln..'" ... FYOI FVOI FY01
,
------
e---- --
--.- --
----~_._---"- --
--
Total Rntr1cted Fund! $0 $0 $0
--
E. In Kind Su......rt:
Servlees/llolunteers $45,000 $46,000 $47,000
Mater1al Goods $4,000 $2,000 $2,000
S"-, Utllillas, etc $7,920 $9,000 $5 000
other. (Please footnote)
Totalln-klnd SUDDOrt $56,920 $57,000 554,000
1------- --
--------- -
F.Orants ._~. Dncrlnt10nJPurDDae
FEMA $1,163 $2 325 $1,900
Battery Up $150 $1,100 - .._-~
Ba"".IttiM - $150 $1000 --
~- $207
, --
Total Grants '1310 $3 825 $4000
11
Grant Wood Arfa Chapter, Board of Directors
Johnson Coul1ty Representation, FY2006
OFFICERS
Dennis Jordan, Board Chair
Cedar Rapids
Vice President, Priority One
2nd term ends FY07
Paula Vincent, Vice Chair/Chair Elect
Iowa City ,
Superintendent, Clear Creek-Aroana Schools
I,tterm ends FY06
Don Chizek, Secretary
Cedar Rapids
Plant Manager, Quaker/PepsiCo
I st term ends FY06
JeffPitz, Treasurer/Finance Committee
Cedar Rapids
CFO, Lil' Drug Store
l,t term ends FY06
BOARD MEMBERS
Name
Dr. Alan Kim Johnson
Professor, U of!
2nd term ends FY06
City
Iowa City
Board Responsibilities
Human Resources Committee
Volunteer Services Committtee
Gerald Rose
Retired, U of!
2nd term ends FY07
Iowa City
Audit Committee Chair
Executive Committee
Bob Ross
Vice President, ISB&T
2nd term ends FY06
Iowa City
Financial Development Committee
Audit Committee
Paul Burns Iowa City
Attorney, Bradley & Riley
I st term ends FY08
Thuy Nguyen
Iowa City
U of! Student
I st term ends FY07
Iowa City
HIV / AIDS Advisory Committee
Appendix A
Board Members are elected to three-year renewable terms.
I
I I
GRANT WOOD AREA CHAPTER
FY06 Organizational Chart
I Board of Directors
i I
Executive Director
Angela Schmucker
I
Director of Financial Director of Public Communications Marketing Director
Administration Support Director Sarika Bhakta
I Karen Eppard Carla Jesse Kelly Sittig
I
I Assistant Director of
I "- Financial Administration
Aimee Jouanne
Director of Volunteers Health and Safety HIVIAIDS Program Emergency Services .
Joan Schaffer Services Director Director Director
I Ginnie Weber Shaun Tullis Shelly Sherbon
I
I VISTA Member Health and Safety HIV/AIDS Client Assistant Director of
I - Katie Hauck - Services Coordinator - Outreach Coordinator >- Emergency Services
I Ruthanne Barnhart Andria Highly Tina Steenhard
I Administrative Coordinator Health and Safety Community Education
I - Sue Grant - Services Specialist I- Coordinator
Becky Bunting TBD
I
Health and Safety AmeriCorps
- Services Workplace '- Members
I Instructors
I
i Appendix B 9/29/2005
I
I
1'\ 0- 1111I11,111 '-'('I \ iu,: \~('IH~ I{t'qlleq tOt I tllldlll~
(11\ (II (ol.1hdlc.( 11\ (II hl\\,l( '1\. I1dlll"OIl ((JlIIII'.llllltd \\.1\ u1 101111'011 (flUIlI,
Section 1: Baclmround
Agency Name: The Arc of Johnson County
Address: 1700 S.I" Ave. Suite 16 Iowa City IA 52240 Phone: (319) 351-5017
"'....., N.m....."....... s;p,t,re, ~ 1~ ,~
Bd. Pres Name: Paul Blocklinger Signature: _ U ~ -
Request Completed By: Sheba Francis
Date: September 25, 2005
Check Your Agency's Budget Year:
1/1-12/31_ 7/1-6/30_X_
1011-9/30
LOl'all' lIulling SllJllmar~:
Amount received from UWJC
Does not inciude designated
ivin or S ecial Needs Grants
25,391
27,930
35,000
%of
Total
Bud et
2.93%
4/1/04- .
3/31/05
4/1/05-
3/31/06
4/1/06-
3/31/07
FY05
o
o
2125
FY06
2000
o
2150
FY07
2000
o
2500
0.17%
o
0.21%
What were ioeaifunds usedfor this year? 1660 hours of Respite Services for Johnson County
residents, in individual and group settings, with no other funding source.
What will next year's local funds be used for? The Arc of Johnson County is requesting $17,500 for
Respite services in Johnson County. The Respite Care Program offers parents of children with
disabilities a break from their daily care giving duties. Respite Care has been directly correlated with
an increase in parent well-being and a decrease in child abuse. The agency is also requesting
$17,500 towards the Summer Day Camp Program for adolescents with developmental disabilities.
Explain or justifY any significant increase in funding request over last year's allocation.
Since the state waiver slots have been opened, The Arc of Johnson County anticipates a decrease in
emergency Respite services for those without a funding source. Hence, the amount requested for
respite is decreased. We are also requesting funds for a Summer Day Camp Program. Prior to 2005,
there was a huge gap in Johnson County summer services for adolescents with disabilities.
Adolescents are often too old for daycare, but too young for vocational training programs. As early
as 2002, The Arc of Johnson County started receiving requests for summer programming. Case
managers reported they didn't have anywhere to refer their adolescent clients during the summer
months, and parents echoed these complaints.
The Summer Day Camp curriculum is designed to integrate adolescents into our community;
focusing on five target areas-<:ommunity involvement, integration with nondisabled peers, fitness
and wellness, identity development and self-esteem, and social relatedness/interpersonal skills/
vocational skills. Last summer we had nine children enrolled in the camp. By the next summer, in
2006, we anticipate having at least twelve individuals and a more stabilized program. We are excited
about offering families alternative programming options for adolescents with special needs.
Agency Name The Arc of Johnson County
Agency Mission Statement:
The Arc of Johnson County is committe(jl 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 live, learn, work
and play
Summarize your programs and services:
Advocacv/Awareness
The Arc acts in an advocacy role when necessary to insure that the rights of citizens with
developmental disabilities are secured ~d safeguarded. Members of The Arc of Johnson County
are kept informed of legislation and litigation pertaining to disability issues through local, state and
national newsletters and list serves.
Respite Care Pro!!:ram
Respite Care offers families relief from the daily care of their family member with a disability.
Screened, experienced Respite Care Providers make it possible for families to get away during
periods of stress or crisis, to take care of personal business, or simply to take a break to relax and
enjoy them selves. Respite Care is available both in group and individnal settings.
Supported Community Livin!!: Pro!!:ram
Supported Community Living programsiallow individuals with disabilities to work toward specific
goals with the help of skilled professionals. The purpose of this service is to increase independent
living skills and community integration through learning to use community resources.
Grant Funded Pro!!:rams
The Arc of Johnson County oversees a number of grant-funded programs. Grant funded programs
include; The Parent Connection. a support group for parents with children birth to five with a
disability; Sibshio. a support group for brothers and sisters who have a sibling with a disability;
SCRIPT, a 'parents-as-mentors' progr~ that pairs parents who have children with disabilities with
University students going into the socilll services profession; Children at Home, a program that
offers families direct monetary support' to aid them in expenses related to having a child with a
disability living in their home; The Youth Summer Camo. a co-sponsored program between Iowa
City Parks and Recreation and The hc of Johnson County which offers adolescents with
disabilities involvement in recreationallftivities with their peers during the summer months.
List any accreditation and Iieensure your agency eurrently has. Explain.
Medicaid Home and Community Basfd Waiver Services Certifications to provide Individual
Respite, Group Respite, Supported Community Living, Consumer Directed Attendant Care,
Intermittent Medical Monitoring and Treatment, Supported Employment services, and Home and
Vehicle Modification which are reviewed annually for renewal. In July of 2004 Medicaid survey
review of the agency resulted in recertifieation of 3 years with excellence, the highest level of
reeertification available.
Division of Vocational Rehabilitation Services certifies The Arc of Johnson County to provide
Supported Employment related services within a menu of services. These include, but are not
limited to: Community Work Site Development, Job Shadowing Assessment, Career Exploration,
Transportation Training, Job Development, and Job Coaching.
jccoghs\fundingform.doc
2
Agency Name The Arc of Johnson County
Agency History (Using one page only, please summarize the history of your agency, emphasizing
Johnson County, past and current activities and future plans. Please update annually.)
Throughout its 47-year history, The Arc! of Johnson County has acted as an advocate for the rights
of persons with mental retardation and developmental disabilities. When the notice appeared in the
Iowa City Press Citizen in 1958 asking persons interested in the welfare of individuals with mental
retardation to come to a meeting, Johnson County had no educational, recreation, employment, or
residential programs for individuals with mental retardation and developmental disabilities.
Johnson County has had programs in allfour areas for a while now. The Arc has been instrumental
in creating these programs which provide individuals with mental retardation and developmental
disabilities with services non-disabled people may take for granted. Many services The Arc
developed now exist as separate entities. The Iowa City Community School District Special
Education programs and Goodwill Industries of Southeast Iowa were nurtured by The Arc. In June
1971, Systems Unlimited Inc. was founded by seven members of the Arc Board who had been
charged with the responsibility for making residential services available on the community level.
Special Populations Involvement (SPI) came about because of cooperative planning started in
1959.
During the late 1980s and into the early 1990s The Arc helped local families' access daycare
settings for children with disabilities. Johnson County Department of Human Services, during
those years, transferred funding to The Arc to secure daycare as a part of the integrated family plan.
The Arc also coordinated summer program opportunities for children and young adults to assist in
keeping children living in their family home. Until 1992, The Arc owned a building that was leased
to Systems Unlimited for its adult day program. That program outgrew the space and moved. The
Arc sold the building and relocated its own office to Eastdale Plaza. The relocation was completed
during 1993. The agency also changed its name from "The Association of Retarded Citizens of
Johnson County" to "The Arc of Johnson County." The Arc has changed its name on the state and
national level as well. This change recognizes the need for person-first language, "people with
mental retardation" versus "mentally retarded people".
In the 1990s The Arc became a provider of Managed Care through the Medicaid Waiver Home
and Community Based Services when these contracts became increasingly utilized as a funding
stream for Support Services. Through these contracts The Arc has been able to provide Respite
Care, Supported Community Living, Home and Vehicle Modifications, and Job Placement and
Supported Employment for the diagnosis areas of Mental Retardation, III and Handicapped, and the
Brain Injury Waivers. This provision of services created initial and ongoing significant growth in
the amount of services the Arc has and continues to provide.
Between 2000 and 2004 the number of individuals with disabilities and their families served in all
agency Medicaid service programs doubled. Since 2002 the agency has invested all United Way
Joint Funding allocations to provide Respite Care to families who have no other funding source, or
who are on waiting lists of other funding sources. The stop gap measure provided through this use
of United Way allocations has made a significant impact on sustaining families in Johnson County.
Due to this dramatic increase in numbers served, the agency board of directors invested agency
resources in additional staff and programs in order to meet the mission of The Arc of Johnson
County. Current programs and services at The Arc include Advocacy, Information and Referral,
Community Awareness and Education, Supported Employment, and Family and In Home Services,
administration of SmSHIP, an activity and support group for kids Kindergarten - grade 8, who
have a sibling with a disability, administration of the State ofIowa Children At Home Grant which
provides funding to families in Johnson County to purchase services and durable goods to help
keep their children living in the family home, and administration of the Support Group for Parents
who have a child with a disability birth - age 5.
jccoghslfundingform.doc
3
Agency Name The Arc of Johnson County
As early as 200 I, The Arc of Johnson County started receiving requests for summer programming.
Case managers reported they didn't have anywhere to refer their adolescent clients during the summer
months, and parents echoed these complaints. Prior to the 2005 Summer Day Camp there was a huge
gap in Johnson County summer services for,adolescents with disabilities. Adolescents are often too
old for daycare, but too young for vocational training programs. As a result The Arc of Johnson
County created a Summer Day Camp Program that is a co-sponsored program between The Arc of
Johnson County and Iowa City Parks and Recreation that was launched this Summer (2005) for
adolescents in the age group of 11-15 years.
jccoghslfundingform.doc
4
Agency Name The Arc of Johnson County
Section 2: Client Profile
[\llIllhl'l ofPl.'oplt Sl'r\l..'d: IlIh'rPast ("O'('~II\';:
Unduplicated Count
FY
04
185
FYOS
I. How many Johnson County residents (Including IC &
Coralville did our a enc serve?
2. How many Iowa City residents did your agency serve?
214
Unduplicated Count
110
144
3. How many Coralville residents did your agency serve?
Unduplicated Count
19
28
Age (use ageucy's
breakdowu if ueeded
0-5 38
6-17 143
18-29 22
30-61 25
62-75 0
>75 0
Geuder
Ethuicity (use ageucy's breakdowu)
Female:
Male
90
138
Caucasian
African American
His anic
Asian
American Indian
Other - B i-racial
Unknown
178
9
5
7
1
3
25
Identify what services are included in Client Profile:
Individual Respite, Group Respite, Supported Community Living, Consumer Directed
Attendant Care, Intermittent Medical Monitoring & Treatment, Supported Employment, Children at
Home, Sibship, Parent Support Group and Summer Day Camp.
3. Briefly describe your service population.
The Arc of Johnson County serves children, adults and the families of persons with mental
retardation and developmental disabilities, throughout their life span in all aspects of their lives.
4. How do you determine eligibility for services?
Eligibility is determined by diagnosis and funding requirements.
5. Are there fees for your services? Yes X No
If yes, please describe your fee structure:
Medicaid, County, and Private Pay reimbursements are set by cost reporting requirements
which compare program revenues to actual costs and this in turn calculates the hourly unit rates.
Division of Vocational Rehabilitation fees are contractual outcome based payments.
6. A. Do you provide services in the small communities and rural areas of Johnson County?
Area(s) served: North Liberty, Oxford, Tiffin, Lone Tree, Solon, rural Kalona addresses in
Johnson County, and Sheuyville.
Services Provided: Respite, Supported Community Living, Consumer Directed Attendant
Care, and Intermittent Medical Monitoring and Treatment.
B. Do you provide services to areas outside of Johnson County?
Area(s) served: The following counties: Henry, Cedar, Poweshiek, Washington, Iowa,
Muscatine, Louisa, Lee, Marshall, and Jasper.
jccoghs\fundingform.doc
5
Agency Name The Arc of Johnson County
Services Provided: Respite and Supported Community Living
Funding sources for services outside, of Johnson County: Medicaid
jccoghslfundingform.doc
6
Agency Name The Arc of Johnson County
Section 3:Communitv Relations
1. How do you assess satisfaction with yo~ services?
(a) Client: Satisfaction surveys and outcome interviews.
(b) Community: Satisfaction surveys with employers and funders.
2. Briefly summarize your findings:
Annually, we ask consumers/families that !ijlve accessed any services provided by The Arc of Johnson
County to complete written satisfaction surveys. The survey was sent in May to 138 families that
accessed respite. 52 surveys (or 38%) were returned. Survey results follow:
96% were satisfied with the followinl!:
I. The respite provider.
2. How the respite provider related to them (Jr their family member with a disability.
3. The respite provider's punctuality.
4. The efficiency of the provider.
5. The services received from The Arc of Johnson County.
6. The efficiency of filling requests for respite.
7. The respite provider accepts criticism/feedback well.
95% were satisfied with the foIlowinl!:
8. The respite provider's professional qualities.
9. Communication of the respite provider for confirmation of availability to provide respite.
10. The respite provider demonstrated flexillility.
II. Regular communication with The Arc stliff.
99% were satisfied with the foIlowinl!:
12. The quality of the Quarterly reports.
13. The promptness of the Quarterly reports!
14. The Arc Family Services Coordinator m~ets all your needs in terms of the service provided
I
3. What changes have been made in re~ponse to these findings?
Potential applicants for direct care workers are interviewed by Family Service Coordinators before
the applications are processed. Applicatipns are screened for length of time that they will be
associated with The Arc of Johnson Co~ty to provide continuity of care. A feedback process to
contractors has been developed to give ~gular feedback to direct care workers. This will help weed
out the direct care workers that are not Pfrforming per standards of The Arc of Johnson County. A
third Family Services Coordinator was r!lcruited in June to serve In-home families so coordinators
can attend better to the needs of families~ Adequate notice is being sought from the family for the
required respite time.
4. Who are your referral sources to your agency? Please list the main sources and estimate the
percentage of clients that are referred by! each source.
Source of Referral % of clients referred
Families and Consumers 4.5%
Case Managers 82%
University of Iowa Child Health Specialty
Clinic 4.5%
jccoghslfundingform.doc
7
Agency Name The Arc of Johnson County
Division of Rehabilitation Services
9%
5. What other agencies/organizations in Johnson County provide similar services to the same clientele
as your agency? I
SUDoorted Emolovment Services:
Goodwill Industries of Southeast Iowa, Employment Plus, Employment Systems
In Home Services:
Life Skills, Reach for Your Potential, SyStems Unlimited, MYEP, Handicare
I
6. Describe what distinguishes your agency and/or its services from other agencies that provide
similar services in Johnson County.
The Arc of Johnson County is an advocacy and information and referral source, as well as a service
provision agency. The Arc of JohIlson County serves both the individual with mental
retardation/developmental disabilities aid the family through the life span, supporting them in all
aspects of their lives.
7. Outside of referrals, list up to 3 primary collaborations. Briefly describe the nature of each
collaboration.
Collaborations
1. Iowa City Parks and Recreation (ICPRJ
2. The Children's Center for Therapy (CC(TJ
3. The University of Iowa School of Social
Work
jccoghslfundingform.doc
Briefly describe
1. Sibship, a support group for brothers and
sisters who have a sibling with special needs.
ICPR provides The Arc of Johnson County
with in-kind space and an activity locker free
of charge. The second program, The Summer
Day Camp Program, was co-sponsored by
ICPR and The Arc of Johnson County. The
Summer Day Camp served adolescents with
disabilities during the summer months.
2. CCFT offers in-kind space for Group
Respite. The Children's Center for Therapy
offers a social skills class to children with
disabilities while parents are in the parent
support group. A grant covers some of The
Children's Center costs. All services are
offered to the families for free.
3. The first is a SCRIPT project. The project
matches social work students with families
who have a child with a disability. The goal
is to educate students about the helping
profession-and more specifically about
challenges parents and families face when
thev have a child with a disabilitv. Second,
8
Agency Name The Arc of Johnson County
we collaborate with the University of Iowa on
a Parent Education and Support Group. We
offer the group to parents who have a child
birth to five with a disability. A professor
from the School of Social work leads the
Parent Education Comoonent of the class.
jccoghslfundingform.doc
9
Agency Name The Arc of Johnson County
Section 4: Stratetrlc P~nninl! and Al!encv Effectiveness
I. Describe up to 3 challenges/opportunities your agency is currently facing and how your agency is
addressing them. (e.g., general trends, staffmg, finances, service delivery)
Challenl!es/Oooortunities
1. Change in the Executive Director
position
Our Executive Director resigned in May of
2005. The Arc of Johnson County looks I\t the
Director's resignation as an opportunity. We
are looking for an individual enthusiastic about
serving people with disabilities, who has
experience in the field. Weare also seeking
someone with excellent fundraising and
marketing skills, as we believe there are
additional ways The Arc of Johnson County
could be serving in the community.
2. Adapting to Agency growth
The Arc of Johnson County is pleased to report
growth over the past year. Our two liu-gest
programs- The Respite Care Program and the
Supported Employment Program continue to
expand. We have hired four new employees to
meet the needs of the programs. We have also
actively pursued the development of new
programs, such as, a Parent Support Group, a
Sibling Support Group, a Summer Day Camp
Program for adolescents, and more.
3. Office Space-Capital Campaign
We are currently trying to raise money for a
larger office space. Our staff has outgrown its
old space and is currently split up in two
separate office spaces. When staff are in one
office it is easier for staff members to
communicate and work together as a team.
Stratel!ies
1. The Arc of Johnson County Board of
Directors has set a goal to recruit a new
Director by December of 2005. The Board
will network, advertise, and consider options
in the best interest of the agency. Sheba
Francis, Program Director, and three year
employee of The Arc of Johnson County is
currently the Interim Director. Since the
agency has had change in leadership so often
the board is taking steps to ensure that the
right candidate is chosen for the position.
2. Strategies supporting agency growth
include; hiring new staff to meet the needs of
individuals with disabilities and their families;
research client needs through qualitative and
quantitative data collections; submitting grant
proposals for new services when gaps in
services are identified; and networking and
collaborating with other agencies to offer a
larger variety of services.
3. Over the past year we have initiated a
number offundraisiog events. We have had a
Chili Supper, a Silent Auction, a Mailer
Campaign, Membership Opportunities, and
more. We will also continue to search for
grants, individual donors and community
support that will aid in purchasing a new
office space.
2. In what way will the needs of your service population change over the next five years?
We expect two populations to have increased needs in the past year. First, we have received an
influx of referrals for children with behavior disabilities. This trend appears to be increasing and often
these children fall outside of the scope of our services "developmental disabilities." However, The Arc
of Johnson County recognizes emotional and behavioral problems impact the quality oflife for both
jccoghslfundingform.doc
10
Agency Name The Arc of Johnson County
parents and children. We continue to search for nontraditional funding sources (i.e. outside
government funding) and nontraditional programs to aid this population.
Second, based on national census, the elderly population in Iowa continues to grow. Therefore, we
also anticipate an increase in elderly people with disabilities. The Arc of Johnson County will work to
meet the needs of elderly people with disabilities and their families.
3. How do you plan to address these changes?
During the summer of 2005, The Arc of Johnson County launched a new Summer Day Camp Program
for adolescents with disabilities. This was a non-traditional program, as no other summer program
exists in Johnson County that does not use state funding. This non-traditional program was also
funded non-traditionally, by local grants and through collaboration with The Division of Iowa City
Parks and Recreation. Many of the children enrolled in the camp had behavioral and emotional
disabilities. We plan to offer the camp again in the Summer of 2006.
Weare still considering the best way to serve elderly people with disabilities. We do have some ideas
for programs, such as
. Long term financial planning for elderly with disabilities and their families
. Training Respite providers to work with medically fragile individuals
. To research how The Arc of Johnson County might best serve elderly people with disabilities.
No matter the initiative, we plan to partner with outside agencies. Some of our partners and
collaborators in the past year have included Iowa City Parks and Recreation, The Children's Center for
Therapy, The Center for Disabilities and Development, The Iowa Children's Museum, The University
ofIowa School of Social Work, the Muscular Dystrophy Association, and more. Multiple faith-based
organizations and local business have also supported a number of our programs and events.
4. Identify your desired client outcomes (what do you hope to achieve for your clients as the result of
your services?).
To meet the increasing needs to sustain families and individuals with developmental disabilities
in their communities through nontraditional funding sources and nontraditional programs.
5. Describe the evaluation methods you use to measure client outcomes and/or the success of your
services?
To evaluate the Respite Care funded through the United Way allocation the following method
was used. An interview with the recipient of services is conducted. A standardized tool is used
to document the outcomes of the service provided. The results are tabulated following the
interviews. Based on the results of the evaluation, goals for improvement are designed and
implemented.
6. What client outcomes have you achieved?
(1 = Not at all, 2 = Slightly, 3 = Somewhat, 4 = Moderately, 5 = Quite a bit, 6 = Very, 7 =
Extremely)
How "stressed" are you as a result of caring for your family member?
Mean score before: 5.41 Mean score after: 3.03
jccoghslfundingform.doc 11
Agency Name The Arc of Johnson County
Was relationship with your spouse/partner in any way strained due to your caregiving
responsibilities?
Mean score before: 3.92 Mean score after: 2.33
Was relationship with other family members in any way strained due to your care giving
responsibilities?
Mean score before: 4.09 Mean score after: 2.39
Was your relationship with your family member needing care in any
way strained due to your care giving responsibilities?
Mean score before: 3.84 Mean score after: 2.10
Have your care giving responsibilities contributed to any health
problems you may have?
Mean score before: 4.06 Mean score after: 2.13
Were your opportunities and time to engage in social/recreational
activities of you choice sufficient?
Mean score before: 1.52 Mean score after: 4.16
(l = Not at all, 2 = Slightly, 3 = Somewhat, 4 = Moderately, 5 = Quite a bit, 6 = Very, 7 =
Extremely)
Summer Dav Camp Prov-am Outcome:
To evaluate the Summer Day Camp Program we used anonymous questionnaires with pre-paid
postage, self-addressed stamped envelopes. Five of nine questionnaires were returned. An five either
agreed or strongly agreed with the fonowing statements: "My child enjoyed their Summer Day Camp
Programming." "My child participated in a range of engaging activities." "Summer Camp staff
worked to meet the individual needs of my child." "I was pleased with the supervision my child
received at the Summer Day Camp." "I would recommend the Summer Day Camp Program to other
families." "I would send my child to The Arc of Johnson County Summer camp next year."
Positive parent comments also included; complements about the variety of daily curriculum, and the
commitment of staff involvement. One parent recommended we hire a male next year-to work more
closely with male adolescents in the camp.
7. How do you plan to use the evaluation results to enhance/extend your services?
In regards to the evaluation results of the Respite Care funded by United Way, each area
improved, but the persons interviewed offered suggestions for improved outcomes in the future.
Some of the suggestions fonow: more hours, more funding, scheduling issues, & continuity of
provider. The agency is striving to promote expanded program usage to additional consumers
through public speaking, sharing human interest stories and through media throughout Johnson
County. The Arc continues to strive to improve mean scores of outcomes by making changes to
better our programs.
Based on the positive feedback we received we hope to generate additional funding, which win
help our summer day camp program flourish. We would be able to hire more staff, increase
summer day camp emonment, and keep costs affordable for families who need summer
services for their adolescent.
8. How do your programs/services impact the community?
Increased physical, mental health and well being of persons served, and their families.
. Integration of persons with disabilities into their community.
jccoghslfundingform.doc 12
Agency Name The Arc of Johnson County
. Increased community awareness of persons served, of their needs, rights and
responsibilities as members of their communities.
. Reduction in entitlement use as persons receiving supported employment services become
working citizens.
. Provision of a stable and reliable work force pool for employers to recruit from.
9. How did the agency respond to the UWJC recommendations from your last review?
The United Way Citizen Review Panel recommended that The Arc of Johnson County continue to
work on developing, documenting, and reporting client outcomes. We have come a long way in this
area. As you can see from the above reported "Respite Outcomes" from our consumers, as to what the
service has done for them. The outcome evaluation tool is a nationally renowned tool to evaluate
respite by ARCH. The agency bought this tool and this is the second year we have used to evaluate the
Respite program. We have adapted this tool to evaluate other programs the agency provides.
United Way panel also supported our need to expand to a new facility. We moved into an
additional suite in East Dale Plaza - Suite 27 to meet our growing needs. We have a functional space
right now to meet this growth and currently operating from both the offices.
jccoghs\fundingform.doc
13
Agency Name The Arc of Johnson County
Section 5: Board Governance
1. Please provide a board roster with names, town, occupation, term and end date, officers and
committee assignments. (Attach as Appendix A)
See Appendix A
2. How often does your board meet?
Monthly
3. What is your average attendance at board meetings?
9-11
4. How is the board involved in strategic plarming, fund development, and governance of the agency?
Strategic planning is designed with full board and staff members. Fund development follows
strategic plan, with the whole board playing a part in fundraising. Board members volunteer time,
in kind donations, and funds to fundraising events. Governance is the function of The Arc of
Johnson County board, with oversight of all aspects of the functioning of the agency.
5. What type of training/orientation do board members receive?
Orientation to the agency by the Executive Director. A Board manual is given to each new
member. Ongoing training occurs at each monthly meeting with board members
6. Does your agency have written policies and procedures for financial management? If yes, date of
last board approval? 05-04
7. Have you filed the bi-armual report with the Secretary of State? If yes, date filed? Feb. 2005
8. Have you filed the IRS form 990 for the most recent year? If yes, date filed? 3-04
If no to questions 6, 7, or 8, give explanation.
9. Does your agency have a yearly audit? Yes_X_ No
If yes,
Who completed the audit? Jim Buxton, CPA How much did the audit cost? $4300.00
Ifmaterial weaknesses are noted in the audit, what is your plan for addressing them?
None noted
If you do not have an audit, what is in place to assure accountability in the agency's financial
management? (Give specifics of financial practices/financial review procedures)
10. Insurance Coverage: (check what coverage your agency has)
Insurance
Directors & Officers
a. fiduciary liability
b. em 10 ent ractice liabili
General Liability
Umbrella Liability
Check if agency has
X
Amount
X
X
a. 1,000,000
b. 1,000,00
2,000,000
2,000,000
jccoghslfundingform.doc
14
Agency Name The Arc of Johnson County
Professional Liability X 2,000,000
Property or Renters X 1,222,290
Vehicle X 1,000,000
jccoghs\fundingform.doc
15
Agency Name The Arc of Johnson County
Section 6:Personnel and Staff Development
I. State the length of employment of the Executive Director and his/her qualifications.
. The Arc of Johnson County is currently seeking an Executive Director. The
Board of Directors are working on finding someone with Administrative and Marketing
experience to increase the visibility of the agency and also give stability to the organization's
leadership. The minimum qualifications Master's degree with five years experience in Human
Service Administration OR Bachelor's degree and seven years experience in Human Services
Administration and Marketing, Public Relations and Fundraising experience.
2. Staff Salaries & Benefits (for the entire agency)
I Cbeck if Applicable
Retire- Full-Time Equivalent
Paid Healtb ment Current Salary Range CFTEs
Position Leave Ins. Plan Per Position Last Tbis Next
Year Year Year
Executive Director X X X 45,000 -56,000 1 1 1
Program Director X X X 35,059 - 45,083 1 1 1
Family Services X X X 28,720 - 36,000 2 3 3
Coordinator
Family Services Assistant X X X 21,00 - 26,000 .5 1 1
Employment Specialist X X X 26,748 - 37,440 1 1.5 1.5
Job Coach X X X 8.86 - 13.66 .5 2.0 2.0
Receptionist X X X 7.28 -10.71 .25 1.0 1.0
Facilities Manager X 7.28 - 11.00 .25 .25 .25
Bookkeeper (Consulting) X 12.57 - 19.29 .5 0 0
Grant Coordinator X 14,040 -17,992 .50 .75 .75
TOTAL FTEs 7.50 11.50 11.50
3. If serving multiple counties, how many FTE's serve Johnson County (include administrative and
direct service staff)? 11.50 FTE and 170 Independent Contractors
4. How much was spent on staff development in the last fiscal year? $11,182.00
5. How much is budgeted for staff development in this fiscal year? $6000.00
6. What training and support opportunities are offered to staff?
Training begins with orientation to The Arc of Johnson County and the position the new employee
fills. A job specific check sheet is in place for the training of each position of staff. Support is offered
through formal individual supervision bi-weekly. Program staff meets as a group once monthly. All
jccoghslfundingform.doc
16
Agency Name The Arc of Johnson County
staff meetings occur weekly. Other support is provided through peer and supervisory consults as
needed. In House formal training is provided to all staff monthly. Attendance at local, regional and
national conferences to network and increase skill and knowledge are encouraged. Direct care workers
attend required trainings to perform their job as contracts set forth, complete same within 6 months of
hire.
7. (a) What is your turnover rate (for last complete FY) for direct line staff? 25%
(b) Issues and concerns about turnover rate?
The Family Service Coordinators are interviewing and screening providers to ensure
more continuity of direct care workers to families. Students pursuing a degree in a human service
field and nursing are given preference since they are more likely to take it as seriously and be
more committed. We also experienced a high turnover in the Job Coach position but we have
hired a full-time coach since the part-time coaches were not lasting long and it was very hard on
our consumers.
(c) What has your agency done to address issues and concerns?
Interviewing and stating upfront what the work entails and emphasizing on the commitment to
quality of work and time frame. The agency has hired a full-time coach to solve the turnover of
part-time coaches.
8. Please attach current organizational chart as Appendix B.
9. Comparing the last complete fiscal year to current fiscal year, what was the average % wage
increase? 3%
9.
Yes No brief explanation
Does your agency X
have personnel
policies?
If yes, date board
las! reviewed?
09-05
Does your board X
annually evaluate
the director's
performance?
Does your agency X
have job
descriptions for
every position?
If yes, date oflas!
board approval?
09-05
Is there an annual X
performance
review for every
staff?
10.
11.
12.
jccoghslfundingfonn.doc
17
1-- -----.-
~,. ThreeY..rHlstorlcaIBalancas~ I -==+===r --
::.:~'-' _~ t:: +:: I:: -ro;-~_.-- \ :: 1:: r ::_
__C.a~__ _____ _ _ _ ___ ____' $74,845 $149,000 $171.954, Accounts Pavable $38.49.6...__$4.827 +_ _ $25,07.9...
_-.!n~trnerl!!..-_________ $113,881 $129,080 $135,469 Pavroll Taxes Payable $3,957 $839 $1,~~
__._Receivables < 90 days _ $167,190 $16,370 $40,451 ContractsPavable $0 $0 ~Q..
I-_Qther __________ $24,990 $123,903 $153.589 Mortn=e Pavable-6 months $0 $0 i _~
.__Iotal CE.rT8nt Assets _'___ __ $380,906 $418,353 $501,463 Total CUrT8nt Liabilities $42,363 $6.666 $26.344
~er Assest!_~_ Other liabilities ~
I-~~____ $92,0~4 $94,466 $92,03~' Mortaaae PavabJe-8alance '$0 $0 ---;-
_~iQme",----_-.._-_- .__, $43.897 $41,345 $47,910 Other $0 $48,839 $27,843
__'~"!>Ereciation ($83.243 11$90.592 .. ($99.011\ TotaJOtherLlabllltles $0 $48.839-1 $27,843
__~eceivab1es > 90 da1!-.. $0 $0 $0 Total Liabilities $42.363 $54,505 $54.187
Other $0 $0 $0 Net Assets $391,233 $408,969.. $488.2.!1..
____!otal NO'!:P.urrent AsS8t.!-______~,690 $45,121 $40,935 --
___TotaIAs~!I!._-----____L~.596 $483,474 $542.398 L1abIltUe.&NetAsse" __ $433,596 $463,474 _J54_P~~
Other Liabiliteis include: Payroll liabilities (Accrued payroll, Health Insurance, Simple IRA match, IRA contributi~
C~!~~-,,_Flex~ending, 941 Taxes, ~hholdina. Unemniovment insurance oavable. UW - Witholdinol, accl1J~_provi<le-,_
navment and accrued vacation. i I I I I
__...L ..-.l
SectIon 7: Financial Manaaement
I ADeney: The Arc of Johnson County
I
J
--
, f-nencv: The Arc of Johnson County
FY FY FY
--. I
B. Income & EXDenses 05 06 I 07
Income I !
,
I I
Local Funding Sources I
I
Coralville $2,125 $2.275 $2,350 -
Iowa City $0 I $2.000 $2.000 ~--~
Johnson County {SIBSHIPl $1.000 $1.000 $1.000 .=-=
United Way ~ Allocation $27.930_ $35.000 $36.000
I
- Designated Giving ~- T -.
Grants-Federal, State, Foundation $65,086 I $60.000 $70.000
Net Sales of Service .$995,1~Jl~92,880 $1.114,738 -
Net Sales of Materials $0 [ $0 $0
ContributionslFundraisina $17,589 $18,000 $20,000 -
Investment Income $8,495 $10,000-1 $10,000 --
Other $0 $0 $0
Total Income $1,117,403 $1,221,155 $1.256,088 --
I
- f----.
EXDenses i
Waoes & Salaries $265,416 $309,094 $312,503 =t~
~~~~efits I $53.128 $77.273 $78,125 ....--
-
,
.gccupancy $12,402 $21,600 $21.600 _._-~~_.._. -----..---
Non-occupancy - $67,859 $95,420 I $98,283 ---~+~---
i
Other $644,287 $711,250 I $735,~~ I
---- --r--- -
$1,043,092 $1,214,837 $1.245.761 -~
~---
C. Fund Balance I
Revenue $1,117.403 $1,221,155 $1.256,0~___._ -- ----.
I
CarrYover Balance from previous year i $383,657 $457.968 $464,486 I _._-~ _.__._..~
__ Total Operating Budget $1,501,060 $1,679,123 $1,720.574 --------~-_..- --r~-
. ~-~~
Less Total Exoenses $1,043,092 $1,214,637 $1,245,761 -+------
Endina Fund Balance $457,968 $464,486 $474,813 I
I
Less Restricted Balance {emlain' $165,100 $221,000 $278.000
Carryover Fund Balance $292.868 $243,486 $196,813 .-
j ~ --, --~._~-_.~_._--- ------.
FOOT NOTES TO INCOME STATEMENT: -1 --.- ..-
I. ContributionsIFundraising - Includes unrestricted donations, restr.!'ited donations, JC CommunitrFoundati()I1._t-_~_
donations, Fundraising and membership income. ~--=_=l I . ~___
2. Other Exoenses - Grant Expenses, Staff Develooment, Sub-contractor exnenses, Program Expenses, professio_T~e"--
expenses, Advertising, Staff Travel & Meeting and Communication. !
:The Arc of Johnson Coun
O. BdlDonorIFunder R..tricted Fund. DeslonNd for: FY FY FY I ~-~-
~-~ i -----
BOlrd: Clplt81 Re.erve 05 06 07
-- $250,000 I
New Office Space $150,000 $200,000
Consumer Ememencles $3,000 $3,000 $3,000 --
--~ Furniture & Tectmol"""" $1,000 $3,000 $5,000
JC Communitv Founetation $10000 $15,000 $20,000 ----
Total Re.trlcted Funds Total Restricted Funds $164 000 ' $221 000 $278,000
I -+---~
E. In Kind SUDDOrt: E. tn Kind SUDDOrt I
- --
SelVlcesIVolunteers --- ServicesNoIunteers $12154 $12,854 $13,000 Volunteer time at $9/hr. ---
Material Goods Material Goods $2,500 $2,500 3000 --
SDBce, Utilities, ete SD8Ce. Utilities $3,000 $3,500 $3,500 -
Other: (Plea.e footnotel
Tomlin-kind Sunnort $17654 $18854 $19,500
1----
F.Gnmts O..crlnflonIPUrDo,e
F.Grants
Children at Home $34,800 $34,800 $34,800
ICAP $6,480 $7,000 $9,000
Em"'owerment $4,333 ~ $4,000 --
f--- IOAdlon - $300 $0 $0 ._---~-----~ --------
JC Communlt... Foundation $1,000 $3,500 $3,SOO
._--~----
---~~ UW Focus GrouP Grant -.----- $4,667 $3,787 $S,OOO_~_~__________~________~___
---- Walmart ____L__.J1 ,000 $1,000 $1,OOO+-- _~_
~ohsnon County i ~ --------
$5,913 $1,000 $1,000 "__
ITa-I ,
--+ $0 $1,500 $1,SOQ ------ --------- -~----~-
Total Grants Total Grants $58 493 $S2587 $59800
The Arc of Johnson County
Board of Directors
President: Paul Blockinger
Coralville, 2004-2006
Past President: Dan Schaeffel
Iowa City, 2003-2007
Vice President: Tom Duncan
Iowa City, 2003-2007
Treasurer: Cindy Noack
Iowa City, 2005-2007
Secretary: JJ Hennager
Iowa City, 2004-2006
Secretary: Lori Bears
Iowa City, 2005-2007
Jeff Barta
Solon, 2002-2006
Jim Clayton
Iowa City, 2001 -2007
Dr. Mary F. Hacker
Iowa City, 2002-2006
Christopher Arch
Iowa City, 2004-2006
Rob Park
Tiffin, 2004-2006
Amy Sun stein
Iowa City, 2004-2006
Kyle Vogel
Iowa City, 2005-2007
S:Hum:The Arc- Board of Directors
Appendix A
APPENDIX - B
The Arc of Johnson County
ORGANIZATIONAL STRUCTURE
General Membership
Board of Directors
Executive Director
Grant Bookkeeper Program Director Facilities Manager
Coordinator
Employment Family Services Job Coach/s Family Services Volunteers Independent
Specialist Assistant Coordinators Contractors
FY07 Human Service Agent} Relluest for Funding
City of Coralville. City of Iowa City. .Johnson Connty, United Way of Johnson Connty
Section 1: Backl!:ronnd
Agency Name: Big Brothers Big Sisters of Johnson County
Address: 4265 Oak Crest Hill Rd. I.C., IA 52246
Phone: 337-2145
Request Completed By:
Scott Hansen and Jill Kromminga
./ .'
SIgnature: --~""CX'~9~.............
( . tc
/. ..... f;"'/ / ---:,../ ~; /;'
Signatur,~: /,:7fJ,i 1~ L./
,
Date: 8(26/05
Director Name: Scott Hansen
Bd. Pres Name: Jim Friel
Check Your Agency's Budget Year:
1/1-12/31 7/1-6/30_x_
Local Funding Summary:
4/1/04-
3/31/05
10/1-9/30 -
--
4/1105- 4/1/06- %of
3/31/06 3/31/07 Total
Bud et
$41,918 46,110 13%
$40,697
FY05
$33,402
Johnson Coun $27 578
~fcoralville $4,460
I What were local funds used for this year:
The significant in-kind support from Johnson County Extension allows us to use more of our funds for I
direct service. Local funds are used to support salaries and benefits for the program staff and cover
costs for program insurance, The staff is necessary to recruit, screen, train and supervise the volunteers
who work directly with the youth,
FY06
$34,404
$28.405
$4,577
FY07
$37,845
$31,246
$5035
11%
9%
1%
What will next year's local funds be used for?
Local funds will continue to be used to snpp0l1 the salaries for program staff. Hopefully we will be
adding to our staff to compensate for the increase in children we serve, We have also seen a dramatic
increase in program insurance which includes: Health, Dental, and Liability,
Agency Mission Statement:
The mission of BBBS is to advocate for a strong community through positive adult/youth relationships by
providing opportunities for youth to develop a sense of self worth and responsibility
Agency Name: Big Brothers Big Sisters of Johnson County
Summarize your programs and services:
Community Based Program-
The purpose of the Community Based program is to provide youth with adult mentors who can assist them
in becoming competent, confident and caring individuals. We serve primarily youth from single parent
homes but will serve youth from two parent homes when deemed appropriate. Professional staff screen and
train the volunteers, interview families and provide on-going supervision for all matches. Last year, Big
Brothers Big Sisters (BBBS) supported over 350 matches in the Community Based Program, the most ever
in a single year!
School Based Mentoring (Buddies)-
The School Based Mentoring (SBM) program is in its fourth year. SBM is a collaboration between Big
Brothers Big Sisters, the Johnson County school districts oflowa City, Lone Tree and Clear Creek Amana
and local businesses. Youth from elementary schools are matched with someone from the community to
meet once a week at the child's school for the duration ofthe school year. We worked closely with Proctor
and Gamble and Mark Twain Elementary School for a very successful pilot program. We have expanded
this program to include rural schools that were previously a part of the Group Activity Program. Weare
very excited about this program and feel as though it is a great way to connect community volunteers with
students. The following elementary schools in Iowa City are participating: Mark Twain, Grant Wood,
Horace Mann, Lucas, Longfellow, and Roosevelt. The following elementary schools in rural Johnson
County are also participating: Van Allen, Penn, Lone Tree and Oxford. Last year, BBBS supported over
260 matches in the SBM program, the most ever in a single year!
List any accreditation and licensure your agency currently has. Explain.
Big Brothers Big Sisters of Johnson County is affiliated with Big Brothers Big Sisters of America
(BBBSA). As part of the affiliation agreement, we must complete an agency evaluation every five years.
We must also comply with the Standards and Procedures as set forth by BBBSA. The Standards and
Procedures include the volunteer and child intake process, match supervision, policies and procedures and
Board governance.
Big Brothers Big Sisters is a "certified" program with the Iowa Mentoring Partnership. Programs must
complete an application process covering a wide range of program procedures and policies for certification.
Big Brothers Big Sisters of Johnson County is also a current member of the Big Brothers Big Sisters of Iowa
State Association. Executive Director, Scott Hansen, is the current chair of this group of state mentoring
agencies.
jccoghslfundingfonn.doc
2
Agency Name: Big Brothers Big Sisters of Johnson County
Agency History (Using ooe page only, please summarize the history of your agency, emphasizing Johnson
County, past and current activities and future plans. Please update annually.)
Big Brothers Big Sisters of Johnson County is now in its 29th year of offering youth mentoring in Johnson County. The
program continues to grow locally as we reach out to more kids through rural mentoring opportunities, school based mentoring
and community based mentoring programs in Johnson County.
The Iowa City PALS program was created after Johnson County Extension lost urban funds for a "big sister" program and an
Optimist "uncles" program ended. The PALS program became a youth program of Johnson County Extension and received in-
kind support from Extension. Tbe 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 of 1976, the city Council approved
$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 metro area. Big Brothers Big Sisters of Johnson County
received full affiliation from Big Brothers Big Sisters of America in 1986.
In 1983 the Group Activity Program (GAP) 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-Iaunch 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 in their
communities. GAP has grown from serving 30 youth in 1989 to 413 in FY02. Service clubs, churches, grants, United Way
and money from the Juvenile Justice Youth Development Program have all helped to support the 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. This past summer, we offered a reading program where a Big Sister and Little Sister
read an assigned book together and shared what they thought about the book with each other and a group of Bigs and Littles.
The program concluded with a pizza party and an opportunity to meet with the author of the book, current Big Sister- Barbara
Moss.
Our one-to-one program reached the 200 mark in matches in FY99 and has continued to exceed that mark frequently. We are
proud of this number but we are consistently concerned about the children on our waiting list. Volunteer recruitment continues
to be one of our top priorities. We have recently adopted a new model of service delivery that has been tested by Big Brothers
Big Sisters of America. Through this model, we hope to achieve significant growth in children served through: High quality
customer service and long term customer relationships, greater efficiency, improved capacity for growth, enhanced safety, and
a well-defined workflow and standard service measures that allow us to manage our business more effectively.
We are very excited to begin our relationship with local businesses, the Iowa City Community School District and other local
human service agencies as we continue to grow our School Based Mentoring program. The School Based mentoring program
grew from 30 matches in 2002-2003 to over 260 matches last year. The Community Based mentoring program continues to
grow as we are currently serving over 250 kids in positive, mentoring relationships. We are also excited to continue providing
mentoring opportunities to youth in rural Johnson County.
We hope to capitalize on our annual fundraiser- Bowl For Kids' Sake and new fund development opportunities this year.
Bowl For Kids' Sake will take place the last Saturday and Sunday of February for the 22nd time. With a lot of hard work and
determination by volunteers, board members and staff we will be able to reach our fundraising goal and ultimately match more
area youth with positive role models.
jccoghslfundingform.doc
3
Agency Name: Big Brothers Big Sisters of Johnson County
Section 2: Client Profile
NumlH'rofP(.'oplt Sened: rntl.'r Pal.:t T\\o \ears:
FY04
944 1013
I. How many Johnson County residents (Including IC Unduplicated Count
& Coralville) did our a enc serve?
2. How many Iowa City residents did your agency Unduplicated Count
serve?
618 637
3. How many CoralviUe residents did your agency Unduplicated Count
serve?
130 154
4. How many North Liberty residents did your agency
serve?
Unduplicated Count
125
Clil'1I1 1'....lIll (1'",' laslooml'kll' \<'al'. if '" ailahk. If 1I0! '" ail"hk. I'kasl"'I'I"ill h,.;"I1\.
Age (use agency's Gender Ethnicity (use agency's breakdown)
breakdown if needed)
0-5 5 Female: 493 African American 271
6-17 993 Male 520 Asian 4
18-29 15 Caucasian 353
30-61 Hispanic 29
62-75 Multi-racial 59
>75 Native American 7
other 22
Identify what services are included in Client Profile; the clients listed above are served through our one-to-one
mentoring programs (Community Based and School Based) as well as clients who are on our waiting list ready
to be matched and clients whose matches have closed within the past year.
3. Briefly describe your service population.
In our community based program are goal is to serve any child starting at age 6 that is interesting in and has a
need for an additional adult relationship in their lives
We are now serving ten elementary schools in the Johnson County area, two rural schools and eight Iowa City
Community School District Schools with school based mentoring. We provide School Buddies to children in
these schools. The students are referred by teachers and parents/guardians approve their child's involvement.
4. How do you determine eligibility for services?
In the community based program eligibility is determined through an application and interview process.
Professional staff meets with the families to explain the program and assess if this program is an appropriate
service for them.
In the School Based program, as mentioned above, students are referred by school personnel. Parents/guardians
sigu a form indicating their approval of the child's participation.
5. Are there fees for your services? Yes
No x
--
jccoghslfundingl'orm.doc
4
Agency Name: Big Brothers Big Sisters of Johnson County
6. A. Do you provide services in the small communities and rural areas of Johnson County? yes
Area(s) served: We have School Based Mentors in the Lone Tree Elementary School and in the Clear Creek
Amana Elementary School in Oxford, Iowa. We have Community Based Matches in all areas of the county,
including 5 on going matches in Solon.
Services Provided: School based mentors and Community Based matches.
B. Do you provide services to areas outside of Johnson County?
Only in specific cases where a family moves out side of the county and the matches are able to continue i.e.
a volunteer is interested and able to continue seeing the child.
Section 3:Communitv Relations
I. How do you assess satisfaction with your services?
(a) Client-
Children, parents/guardians, volunteers and school personnel are asked to complete Program
Outcome Evaluations on a regular basis.
(b) Community-
No specific satisfaction survey is done for people not involved with the agency.
2. Briefly summarize your findings:
Results from our most recent Program Outcome Evaluation for children matched over one year in the program.
Outcomes
Child's self confidence improved
Improved school perfonnance
Improved relationships with adults
Child able to avoid substance abuse
Child's trust of volunteer increased
0% 20% 40% 60% 80% 100%
jccoghs\fundingform.doc
5
Agency Name: Big Brothers Big Sisters of Johnson County
3. What changes have been made in response to these findings?
Specifically in regard to feedback from school staff involved in the School Buddies Program we have
clarified expectations and procedures and have made the procedures consistent between schools.
4. Who are your referral sources to your agency? Please list the main sources and estimate the percentage of
clients that are referred by each source.
Source of Referral % of clients referred
-Parents/guardians/family members 70%
-School personnel; including teachers, counselors, 30%
social workers, Social Service agencies; Department
of Human Services, in-home counseling agencies
and private therapists
5. What other agencies/organizations in Johnson County provide similar services to the same clientele as
yonr agency?
Weare not aware of any agency providing the same service we do.
6. Describe what distinguishes your agency and/or its services from other agencies that provide similar
services in Johnson County.
We have developed expertise in the area of screening and matching adult volunteers to be matched as mentors
to children and young people. We belong to the national federation of Big Brothers Big Sisters of America.
Through this federation we have access to agencies world-wide that are working to provide similar services.
In order to belong to this federation we must sustain a high standard of practice. We have access to
information regarding Best Practices on issues ranging from screening volunteers to supporting matches.
Supporting the match relationship is a key component. Once a match is made it is supported by professionally
trained staff for the duration of the match.
7. Outside of referrals, list up to 3 primary collaborations. Briefly describe the nature of each
collaboration.
Collaborations Briefly describe
1. Johnson County Extension 1. Big Brothers Big Sisters of Johnson County is
part of the 4-H and youth Programs of Johnson
County. We collaborate on programming in the
schools as well as summer program; sharing staff
& volunteers where appropriate. Johnson County
Extension allows paid time away from the office
for staff to be School Buddies.
2.Iowa City Community School District, 2. Staff at these schools work c10selv with BBBS
jccoghslfundingform.doc
6
Agency Name: Big Brothers Big Sisters of Johnson County
Lone Tree Community School District,
Clear Creek Amana Community School District
3 .Area business; University of Iowa Credit Union,
MidAmerican Energy, Hills Bank and the
University of!owa
School Based staff to refer students who could
benefit from a School Buddy. They communicate
with parents about the student's involvement and
help with the coordination of matching the student
with the va lunteer.
3. The U of! Credit Union, Hills Bank and
MidAmerican Energy have supported employee
involvement as school based mentors. The
University of Iowa, specifically the 10,000 hours
show organization has helped us recruit many
more University ofIowa students as volunteers
than ever before.
Section 4: Stratel!ic Planninl! and Al!encv Effectiveness
1. Describe up to 3 challenges/opportunities your agency is currently facing and bow your agency is
addressing them. (e.g., general trends, staffing, finances, service delivery)
Challenl!es/ODDortunities
I. Finances
We currently struggle to locate and obtain funding
to match our expenses with our existing mentoring
programs. We are serving more kids than ever, but
our revenue is not keeping up with expenses. Bowl
for Kids' Sake (our annual fundraiser) has not seen
significant growth to keep up with the demand in
our services.
2. Male Volunteer recruitroent
(Boys on our waiting list can wait up to one year to
be matched with a volunteer mentor).
3. Sustaining School Based Mentoring
jccoghs\fundingform.doc
Strategies
I. Weare looking to expand our current
fundraiser (Bowl For Kids' Sake) to make it even
bigger and looking at expanding our individual
giving levels- this includes adding an annual
fundraising ask letter and implementing a program
called Raising More Money.
2. We successfully implemented a male volunteer
recruitroent effort through a grant with United
Way and distributed our information in the
community- specifically targeting males. We will
continue to recruit males through special events
and strategic recruitroent drives throughout the
year.
3. The first school year we organized school based
mentors we had 30 matches, the second year we
had just over 250. This has proven to be a popular
volunteer option for volunteers and a rewarding
and satisfying experience for students and school
staff. The challenge is to see that we can
7
Agency Name: Big Brothers Big Sisters of Johnson County
financially sustain and perhaps grow the program.
3. In what way will the needs of your service population change over the next fIVe years?
We will continue to see more families under more stress. Many of the families we see work service jobs to
provide for their families. It is getting harder and harder to provide for their families on this low level of
income. It is also getting harder and harder to find affordable housing in the Iowa City/Coralville area. Also,
we work with many families over several years, therefore we see changes in parental needs as their children
grow up.
4. How do you plan to address these changes?
We will continue to be flexible with when and where we work with families. We will work to provide
specific support to our volunteers to help them better cope with problems they may experience. We have
also added staff to work more flexible schedules which includes working more evening and weekend hours
to accommodate the needs of our clients and volunteers.
5. Identify your desired client outcomes (what do you hope to achieve for your clients as the result of
your services?).
We hope to add a positive adult relationship to the lives ofas many children in Johnson County as possible.
We are using new metrics in our program in order to track our service delivery. We hope to increase our
customer service in order to serve more children and families and increase the quality of our service as well.
6. Describe the evaluation methods you use to measure client outcomes and/or the success of your
senrices?
As mentioned above the new metrics also request an evaluation form from the volunteer at the time they are
matched with a child. This will help us improve our matching and volunteer satisfaction. We also ask
parents, children and volunteers to complete Program Outcome Evaluations at specific points in the match
in both the community based and the school based program
7. What client outcomes have you achieved?
The early match evaluations are fairly new. However one thing we learned early on is to make sure
volunteers understood the role of each staff person in the agency.
A recent program outcome evaluation conducted with matched volunteers in the Big Brothers Big Sisters of
Johnson County found significant benefits for children involved in the program:
97% increased trust in volunteer
93% were able to avoid substance abuse
83% improved self-confidence
63% improved relationships with adults
57% improved school performance
8. How do you plan to use the evaluation results to enhance/extend your services?
We will continue to take a critical look at every step of our process from inquiry to match to match support
to make sure we are doing the best job possible.
jccoghs\fundingform.doc 8
Agency Name: Big Brothers Big Sisters of Johnson County
9. How do your programs/services impact tbe community?
Studies have shown that a successful match can lead to an increase in self esteem, improvement in grades,
reduced use of drugs and alcohol for the youngsters involved. This all translates into individuals who are
more productive citizens. Further more there is evidence that a successful volunteer experience adds to the
quality of life of the volunteer.
10. How did tbe agency respond to tbe UWJC recommendations from your last review?
We continue to strive to provide the best possible service we can. Our numbers have jumped
considerably in the last year. In September of 2002 we had 172 Community Based Matches, in
September 2003 we had 193 Community Based Matches in September 2004 we have 252 Community
Based matches. This increase was accomplished through evaluation of our service delivery and a very
slight increase in staff. We were recently recognized by Big Brothers Big Sisters of America for having
one of the highest match retention (length of match) rates in the nation. We are delighted that we are
able to serve more children and for a longer period of time in Johnson County.
Section 5: Board Governance
1. Please provide a board roster witb names, town, occupation, term and end date, officers and
committee assignments. (Attacb as Appendix A)
2. How often does your board meet?
Board meetings are once a month. Board committee meetings are quarterly or as needed.
3. Wbat is your average attendance at board meetings?
14 board members and I staff person.
4. How is tbe board involved in strategic planning, fund development, and governance of tbe agency?
The board plays a crucial role in strategic planning and governance. The committee structure currently
includes:
Planning Committee (responsible for the overall strategic plan of the agency) a long-term strategic plan
(2003-2006) was adopted in 2002 and is reviewed annually.
Executive Committee which includes all of the committee chairs and board officers meet monthly prior to
the board meeting to discuss the current committees and the progress made on their goals and objectives.
Camoaign and Fund Develooment committee meets 5-6 times a year with emphasis placed around the
annual fundraiser in February.
P.R. Marketing committee meets regularly to discuss ways to attract new volunteers to the program. The
Board
jccoghslfundingform.doc
9
Agency Name: Big Brothers Big Sisters of Johnson County
DeveloDmentJRecruitment committee also meets regularly to discuss potential board members and
recommend new board members to the board. They are also developing a way to keep in touch with board
and volunteer alumni ofthe program.
5. What type of training/orientation do board members receive?
Board members meet with the Executive Director for an orientation of the agency activities, personnel
policies, by-laws, etc. They also meet with an experience member of the board for a board overview with a
current member's view.
6. Does your agency have written policies and procedures for financial management? If yes, date of last
board approval? _
Yes- 2002 (currently under review)_
7. Have you filed the bi-annual report with the Secretary of State? If yes, date filed?
No- because we are a youth program of Johnson County Extension.
8. Have you filed the IRS form 990 for the most recent year? If yes, date filed? _
No- because we are a youth program of Johnson County Extension.
9. Does your agency have a yearly audit? Yes _x_No
If yes,
Who completed the audit?
An independent auditor on behalf of Johnson County ISU Extension performs an annual audit
How much did the audit cost?
There is no cost to BBBS for the audit
If material weaknesses are noted in the audit, what is your plan for addressing them?
No weaknesses are noted
If you do not have an audit, what is in place to assure accountability in the agency's financial
management? (Give specifics of financial practices/financial review procedures)
10. Insurance Coverage: (check what coverage your agency has)
Insurance Check if agency has Amount
Directors & Officers
a. fiduciary liability
b. emDlovment nractice liability x $1 Million
General Liability x $5,000 per
person
jccoghs\fundingform.doc
10
Agency Name: Big Brothers Big Sisters of Johnson County
Umbrella Liability
Professional Liability x $1 million
each
wrongful act
2 million
total limit
Property or Renters x $70,000
Vehicle x Non-owned
Automobile
coverage-
I million
Section 6:Personnel and Staff Development
1. State the length of employment of the Executive Director and his/her qualifications.
The Executive Director was hired in November of 2001. Scott Hansen was the previous Director of Big
Brothers Big Sisters of Musca tine County, IA. He has held the positions of Secretary, Treasurer, Vice-
President and President of Big Brothers Big Sisters ofIowa (State Association). Scott is a 1998
University of Iowa graduate with a B.S. in Recreational Management. He has worked with at-risk youth
in the Iowa City Community School District and the San Diego Zoological Society.
2. Staff Salaries & Benefits (for the entire agency)
Check if Applicable
Retire- Full-Time Equivalent
Paid Healt ment Current Salary Range (FTEs
Position Leav h Plan Per Position Last This Next
e Ins. Year Year Year
Executive Director X X X $40,000-$60,000 I I I
Program Director X X X $30,000-$45,000 I I I
.
Case Manager X X X $10,000-$40,000 4.5 5 5
Development Director X X X $15,000-$45,000 .5 .5 .5
.
TOTAL FTEs 7 7.5 7.5
3. If serving multiple counties, how many FTE's serve Johnson County (include administrative and
direct service staft)?
Currently not serving multiple counties.
4. How much was spent on staff development in the last fiscal year?
$1,500
jccoghs\fundingform.doc
11
Agency Name: Big Brothers Big Sisters of Johnson County
5. How much is budgeted for staff development in tbis fIScal year?
$8,000
6. What traiuiug and support opportuuities are offered to staff?
Staff has multiple training opportunities offered through Iowa State Extension and Iowa State University
free of charge. There are also many opportunities for staff to meet with other Big Brothers Big Sisters staff
across the state. And finally, staffhas opportunities for training offered through Big Brothers Big Sisters
of America.
7. (a) What is your turnover rate (for last complete FY) for direct line staff?
14% (one staff person in last 12 months)
(b) Issues aud concerns about turnover rate?
No concerns. We have a very experienced and dedicated staff. Even though we are unable to pay staff
what they deserve to be paid, we try to make up for that by offering incentives that don't cost the agency
direct money (paid time off, good working environment, flexible schedules, etc.)
(c) What has your agency done to address issues and concerns?
N/A
7. Please attach current organizational chart as Appendix B.
8. Comparing the last complete fiscal year to current fiscal year, what was the average % wage
increase?
2%
10.
Yes No brief explanation
Does your agency x Personnel Policies are currently under review by the BBBS Board
have personnel and ISU Extension Council. New/updated policies should be in
policies? place by December 2005.
If yes, date board
last reviewed?
_June-
2002
Does your board x With input from staff and board, the Extension Education
annually evaluate Coordinator and board President review the job performance of
the director's the Executive Director
performance?
Does vour a!(ency x Weare in the process of re-writing iob descriotions to better
9.
11.
jccoghslfundingfonn.doc
12
Agency Name: Big Brothers Big Sisters of Johnson County
12.
have job reflect our change in the service delivery model.
descriptions for
every position?
If yes, date ofJast
board approval?
J une- 2002
Is there an annual The Program Director reviews the case manager's with input
performance x from the Executive Director. The Executive Director reviews the
review for every Program Director and Development Director.
staff?
jccoghs\fundingform.doc
13
Agency Name: Big Brothers Big Sisters of Johnson County
Section 7: Financial Manal!ement
A, Three Y ear B~~Qi!I~
Balance Sheet
(As of your fiscal year-end)
FY03 FY04 FY05 FY03 FY04 FY05
Cnrrent Assets Current Liabilities
Cash Accounts Payable
$51,052 $140,941 $97,774 $0 $0 $0
Investments Payroll Taxes Payable
$0 $0 $0 $0 $0 $0
Receivables < 90 days Contracts Payable
$0 $0 $0 $0 $0 $0
Other Mortgage Payable-6
$0 $0 $0 months $0 $0 $0
Total Current Assets Total Current
$51,052 $97,774 Liabilities $0 $0 $0
Other Assets Other Liabilities
$0 $0 $0
Property $0 $0 $0 Mortgage Payable-
Balance $0 $0 $0
Equipment Other
$9,000 $0 $3,000 $0 $0 $0
less depreciation Total Other
($9,000 $0 $0 Liabilities $0 $0 $0
)
Receivables> 90 days Total Liabilities
$0 $0 $0
Other Equity (Net
Worth) $51,052 $140,941 $100,774
Total Non-current Assets
$0 $0 $3,000
Total Assets Liab + Equity $51,052 $140,941 $100,774
$51,052 $140,941 $100,774
jccoghslfundingform,doc
14
Agency Name: Big Brothers Big Sisters of Johnson County
Financial Information is:
[x ] entire agency
[ ] county specific
[ ] program specific
July July July
2004- 2005- 2006-
June June June
2005 2006 2007
B. Income & Expense
Income
Local Funding Sources
Coralville $4,460 $4577 $5035
Iowa City $33,402 $34,404 $35,436
Johnson County $27,578 $28,405 $29,257
United Way $42,771 $41,917 $43,175
Grants-Federal, State, Foundation $41,347 $47,219 $50,000
Net Sales of Service $0 $0 $0
Net Sales of Materials $0 $0 $0
Contributions/Fundraising $116,866 $125,000 $130,000
Investment Income $1,007 $600 $650
Other $26,644 $28,258 $30,000
Total Income $294,075 $310,380 $323,553
Expense
Wages & Salaries $231,066 $235,732 $242,804
Benefits $48,550 $55,390 $60,929
Administrative $22,500 $25,000 $27,500
Occupancy $0 $0 $0
Other $35,355 $38,815 $42,657
Total Expense $337,471 $354,937 $373,890
C. Fund Balance
Revenue $294,075 $310,380 $323,553
Carryover Balance from previous year $140,941 $97,545 $52,988
Total Operating Budget $435,016 $407,925 $376,541
Less Total Expenditures $337,471 $354,937 $373,890
Ending Fund Balance $97,545 $52,988 $2,651
15
jccoghs\fundmgform.doc
Agency Name: Big Brothers Big Sisters of Johnson County
BdIDonorlFunder Restricted Designated for: FYOS FY06 FY07
Funds
None
Total Restricted Funds $0 $0 $0
In-Kind Support:
ServicesN olunteers 620 volunteers! 59,520 Hrs. x $10.00 $770,000 $800,000 $850,000
Material Goods Office Supplies $6,600 $6,600 $6,600
Soace, Utilities, etc Office Soace and Utilities $] 0,079 $] 0,079 $]0,079
Other: (Please footnote) Office equipment and maintenance $]0,307 $10,307 $] 0,307
Total In-kind Suooort $796,986 $826,986 $876,986
Grants DescriptionlPurpose
United Wav Focus Area Fund Big Brother Recruitment Grant $4,335 $4,335 $0
Juvenile Justice Youth School and Site Based Mentoring $15,570 $17,051 $17,051
Development
2] " CenturY Grant School Based Mentorin!! (Buddies) $5,000 $5,000 $2,500
i
Big Brothers Big Sisters of School Based Mentoring (Buddies) $9,580 $833 $0
America
I
Academic Mentoring Prol!fam School Based (tutorin!!) orol!fam 1$0 $20,000 $]5,000
Total Grants 1$34,485 $47,219 $34,551
jccoghslfundingform.doc
16
Big Brothers Big Sisters
Appendix- A
~ Citv OccuDation Term & End Date QlliE! Committee/s)
Patrick Buckley Solon Human Resources 1"Term, end: 10106 BFKS
Sally Cline Crvl. Realtor 1st Term, end: 10106 Secretary Camp.
Rich Colgan Iowa City Quality Control 1"Term, end: 10106 Prog
Rick Cummer Crvl. Accountant 1st Term, end: 10106 Plan.
Jim Friel W. Branch Human Resources 1" Term, end 10106 President Prog.
Keith Kurth I.C. Finance 1st Term, end 10106 Camp.
Belinda Marner I.C. U of 1- student servo 1" Term, end 10109 Prog.
Lori Meyer N. Liberty Bank Administrator 1" Term, end: 10106 Plan
Heidi Pierce I.C. Education 1" Term, end 10107 P.R.
Michael Pitton I.C. Lawyer 2"" Term, end: 10/05 Exec,B.D.
Michelle Provorse I.C. Marketing 1 st Term, end: 10106 P.R.
Kevin Readman I.C. Management 1" Term, end: 10106 Prog
di Rickels Solon Education 1"Term, end: 10107 Plan.
Doug Sanders I.C. Finance 2nd Term, end: 10107 Treasurer Exec.lPlan/Camp.
Cynthia Schrock I.C. Finance 2nd Term, end: 10107 Plan.
Morris Stole Kalona School Counselor 2nd Term, end: 10105 P.R.
Dick Tobias I.C. Retired 20d Term, end: 10107 BFKS
Yvonne WernimontCrvl. Retired 2nd Term, end: 10107 B.D.
Committee Key:
Plan- Planning
PR- Public Camp- Campaigns
BFKS- Bowl For
Relations and Fund
Kids' Sake
Prog-
Development
B.D.- Board
Program
Development
and
Personnel
,::1-
,
D'~ ~f""\.t.,, 'f,")'S'>,('() -}l(Il'I"<M'(\J:.. !,
, ,
Appendix B- Organizational Chart
Extension Council Area Extension Education Director
Personnel Committee Program Committee Fmance Committee
1
/ County Extension Education - Field
Director Specialists
I -
BBBS Advisory Board & BBBS Executive Director r Office Coordinator I
Committees
County Youch
BBBS Program Director Coordinator Office AssiStalits
4-H Intern I
-
.c::;o-
BBBS Staff-Case Managers,':;;
GAP Director. ..~
Interns
BBBS Volunteers
lSi
1fS'-"f1't'''1'k-tt~~''(.....,,'y.~
~.'.
Annual Child Assessment
Big Brothers Big Sisters
.~
Af~'\tl;x L
Match Date:
Child:
Volunteer:
Parent/Guardian:
Annual Evaluation:
Listed below are three developmental outcome areas BBBS is working on with children
in the program. Under each outcome is a list of indicators of success. During contacts
throughout the year, the Case Manager is to explore these areas with the parent, child,
and volunteer to assess how these areas have developed. The Case Manager can also
make additional assessment of the child's development in the three outcome areas by
reviewing input from the adult POE reports at anniversary time.
Much Uttle No LillIe Much Dent Not A
Better Better Channe Worse Worse Know Problem
SELF-CONFIDENCE:','e',; 7,--:Z ~'.'~ C-. --- :">"';'X" ",/::c"":"Sf-:,'
1, Self Confidence
2. Able to exnress feelinos
3. Manaaes feelinns annrooriatelv
4. Can make decisions
5. Has interestslhobbies/willino to trv new activities
6. Personal hvaiene
7. Particioates in activities for ohvsical health
8. Sense of future
9. Motivated to achieve
10. Positive Self-Conceot
SOCIAL CONFIDENCE.... -;"..;..?'" .,
" ....:....:.c:<,.
1i.Schoolattendance
12. Uses school resources
13. Uses community resources
14. SchoolPertormance
15. Behaves in a oositive manner
16. Restrains from use of alcohol or druas
17. Able to avoid earlv oarentinn
18. Can work coonerativelv with others
" ' '.:'.,~"':, .......
CARING .... .:, . ......c.; ..;..;".... ";C'",' ...... .
i 9. Shows trust toward volunteer
20. Resoects other cultures
21. Relationshio with familv
22. Relationshio with Geers
23. Relationshin with adults
24. Sense of Community
',,:~.. .....
.. .
..
COMMENTS: (OPTIONAL)
-OVER-
!a
Section 1: Back2round
Agency Name:
Crisis Center of Johnson County
Bd. Pres Name: Jane Anderson
p~one: (319}'3ry726 ,'~Ll
SIgnature: ~ U . ~.
Signature: <... ~vb~r- 1~.~lNt"~
Address: 1121 Gilbert Court, Iowa City, IA.
Director Name: Ross Wilburn
Request Completed By: Ross Wilburn
Date: SeptelDber30,2005
Check Your Agency's Budget Year:
1/1-12/31 7/1-6/30 ./
LOl'al ('uuding SlJlIllllar~:
4/1/04-
3/31/05
1011-9/30 - --
4/1/05- 4/1/06- %of
3/31/06 3/31/07 Total
Bud et
98,846 102,800 16
AlDount received /TOlD UWJC
Does not include designated
ivin or S ecial Needs Grants
95,967
FY 05 FY 06 FY 07
37,815 38,193 39,720 6
67,752 69,785 72,592 II
Ci of Coralville 5,900 6,500 6,760 I
What were local funds used for this year: Local funds support operating costs (salaries, crisis lines,
insurance, etc , transient services, and hel su ort our su lemental food ro am.
What will next year's local funds be used for? Administrative costs (insurances, utilities,
maintenance) all continue to increase at a rate faster than funding received through this application
process. We added a part time program assistant to provide more consistent support to the Food
bank rogram logistics and deal with existin volume of clients.
Agency Mission Statement:
The Crisis Center provides basic emotional and material support through trained volunteers and
staff in an accessible, non judgmental, and caring environment The Crisis Center responds-
immediately, effectively, and compassionately-as it has since its establishment in 1970. Extensive
community support has made it possible for the Center to serve those in need in the past; continued
support will make it possible in the future.
Summarize your programs and services:
Crisis intervention counseling is available 24 hours a day every day. Information & referral is
provided for many issues. Suicide prevention and intervention services are a component of our
telephone hotline & staff outreach. Food Bank services are for Johnson County residents needing
emergency and supplemental food assistance. Emereencv Assistance with services like clothing,
utility bills, and prescription drugs are available through voucher arrangements with participating
businesses and as funding is available. Transient services (gasoline, small car repair, tires, food,
bus ticket) are provided to people who are homeless or temporarily stranded in our community.
List any accreditation and licensure your agency currently has. Explain.
The Crisis Center is a member of the Iowa Association of Information & Referral Services (AIRS).
Our prograrn directors are licensed social workers. Finally, our Crisis Intervention Prograrn
Director is certified through 2009 by the American Association of Suicidology.
Agency Name: Crisis Center of Johnson County
Agency History (Using one page only, please summarize the history of your agency, emphasizing Johnson
County, past and current activities and future plans. Please update annually.)
The Crisis Center was established in 1970. During the Center's 35-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 Crisis
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 Crisis Intervention Program services, the
Crisis Center and our volunteers serve as the after hours contact for the United Way, the University
oflowa Counseling Service, and other agencies. Also, we receive Johnson County referrals from
the new 2-1-1 information telephone provider for this area
The Crisis 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
BanklEmergency 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 Crisis 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. In September 2000, the Johnson
County Student Hunger Drive was conceived, planned, and executed by Johnson County high
school students. Students gathered 19 and 23 tons of food for the Food Bank in 2000 and 2001
respectively. A community garden began the summer of 2001 as a joint project with Table to
Table, through the assistance of an Americorps volunteer. The Crisis Center purchased the former
Crowded Closet property at 1121 Gilbert Court, Iowa City, in October 1997. After completing
extensive renovations, the Crisis 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 Bricks and Mortar" campaign. In July of 2002, the
Crisis Center received a Community Development Block Grant for a Food Bank Warehouse
Addition project. Finishing this project, along with the addition of a scissors lift dock, eliminated
the need to rent food storage space and fork lifts. The contractor finished the addition in October
2003.
The Crisis Center depends upon over 275 trained volunteers annually to provide direct services to
clients; replacing them with paid employees would require more than 30 additional full-time staff
members. Six and a half full time equivalent staff members now coordinate programs and the
work of the volunteers. The current Executive Director was hired in July 2000. A new position,
Volunteer Coordinator, was created and a staff member was hired in August 2002. We added a 0.5
F.T.E. Food Bank program assistant in September 2005 in order to help with daily operations.
The Crisis Center completed its first strategic plan (covering 1996-2000) in 1996 and our second
strategic planning (covering 2001-2006) began in November of2000. .Our board, staff, and
selected volunteers completed our third strategic plan covering 2005-2009. As in the past, an
annual review of the strategic plan will be done to keep us moving in our identified strategic
directions. Quarterly reviews of our objectives will help us move towards our vision. The
local/state economy, future welfare reform, affordable housing issues, health care costs, and other
community concerns will continue to influence the demand for Crisis Center Services.
jccoghslfundingform.doc
2
Agency Name: Crisis Center of Johnson County
Section 2: Client Profile
I. How many Jolmson County residents (Including IC &
Coralville) did our enc serve?
2. How many Iowa City residents did your agency serve?
Unduplicated Count
FY04
19,970
FY05
20,463
Unduplicated Count
(a,b)
(a,b)
3. How many Coralville residents did your agency serve?
i Unduplicated Count
(a,c)
(a,c)
4. How many North Liberty residents did your agency
serve?
Unduplicated Count
, (a,d)
(a,d)
(a) Due to the nature of telephone contact, (anonymous calling) it is impossible to know which areas
of the county clients are calling (Crisis Line contacts totaled 7,087 for FY 04 and 7,458 for FY 05)
(b) We served 2,908 Unduplicated Iowa City households with Food BanklEmergency Assistance.
(c) We served 554 Unduplicated Coralville households with Food BanklEmergency Assistance.
(d) We served 347 Unduplicated Other Johnson County households with Food BanklEmergency,
(149 were Unduplicated North Liberty households).
(e) We served 1,144 Unduplicated Transient households with Food BanklEmergency Assistance.
Age (use agency's Gender Ethnicity (use agency's breakdown)
breakdown if needed
0-5 4,031 Female: 8,973 African American 4,348
6-12 1,951 Male 4,032 Asian 203
13-18 1,170 Total 13,005 LatinolLatina 1,868
19-21 520 Native American 72
22-35 2,473 Pacific Islander 13
36-62 2,470 Caucasian 6,501
>63 390 Total: 13,005
(l)=Client profile table information includes Johnson County residents and transient numbers. It does
not include the demographics of the 7,458 anonymous crisis intervention program statistics.
Identify what services are included in Client Profile
3. Briefly describe your service population.
The Crisis Intervention Program serves anyone needing support or assistance. We received 7,458
total contacts for crisis intervention services. Of the total crisis intervention contacts, 4,706 (63%)
were first time contacts, 2,258 (30%) were repeat contacts, and 494 (7%) were regular client contacts
or people who we have a contract with that guides their use of our services. Also, 1,907 (25%) of the
total contacts occurred after regular business hours between 5:00pm and 8:00am. 1,346 (18%) of the
contacts occurred on Saturday or Sunday.
People contact the Crisis Intervention Program for a variety of reasons. The 2,610 (35%) crisis
counseling contacts involved people wanting support for depression, relationship issues, as well as
suicide concerns. Twenty of the contacts were "suicides in progress", where the caller had taken some
medication, had a weapon, and/or a specific plan to use it to end their life. Crisis Intervention
volunteers make extensive referrals to other county resources. 629 (8%) contacts involved counseling
by a trained volunteer and the contact ended with a referral to another agency. People will call the
crisis lines with a specific request for information about a community resource or support. 4,766
(64%) contacts in FY 2005 were requests for information and referral.
jccoghslfundingform.doc 3
Agency Name: Crisis Center of Johnson County
The Food Bank Program served 3,809 Johnson County households, 2,095 (55%) of which
(households) have been in the area for more than two years. 3,771 (99%) Johnson County households
served reported an income at Level-I poverty threshold ($19,350 for a household size of4 people). Of
the total households served by the food bank, 3,047 are renters. In addition to food, households
requested a variety of emergency assistance services (diapers, utility assistance, or clothing assistance).
There were 1,067 single parent female-headed households.
The Food Bank also provided emergency assistance to 1,144 transient households, including 18 who
reported that they received Veteran's assistance.
4. How do you determine eligibility for services?
Anyone who believes they are in crisis may receive services. Therefore anyone is eligible for crisis
intervention counseling. We collect income information in the Food Bank program and in FY 05,
3,771 households met the Levell poverty threshold. Also, we collected income levels for transients.
1,144 (100%) households were at the Levell poverty income. Some of our churches (or grantors who
contribute money for emergency assistance) put restrictions on the amount of help (and the type of
help) a household may receive. We monitor and screen individuals for this type of help.
5. Are there fees for your services? Yes _ No_,;'_
If yes, please describe your fee structure:
6. A. Do you provide services in the small communities and rural areas of Johnson County?
Area( s) served:
Citv # of Households (Food Bank Only)
Coralville 554
Hills 28
Iowa City 2,908
Johnson County (Near Kalona) 16
Lone Tree 33
North Liberty 149
Oxford 42
Solon 24
Swisher 8
Tiffin 47
University Heights 0
Total 3,809
**Rural households are counted by address of the nearest small town
Services Provided:
B. Do you provide services to areas outside of Johnson County?
Yes, but only for people stranded in Johnson County. We don't know if people outside of the
county call the crisis lines unless they tell us; it would be a long distance call for them. We have
received 2-1-1 information referrals from the Cedar Rapids area proyider (calls that originate in
Johnson County).
Area( s) served:
jccoghslfundingfonn.doc 4
Agency Name: Crisis Center of Johnson County
Transients from out of county & out of state.
Services Provided:
We help link people who get stranded in Johnson County to resources to get them back on their
way towards their final destination. GreyhoundITrailways now charges for credit per ticket (no
longer accepts vouchers), so we now write a check for each bus ticket as needed. We also will
provide portable food and diapers for their journey to the next destination.
Funding sources for services outside of Johnson County:
Many of the area churches assist us with services to transients. On occasion, someone who
received transient assistance (bus ticket, food, or small car repair) will send a contribution through
the mail upon returning home. We received $4,500 from a Federal Emergency Management
Administration grant to help with food for homeless/transient households, as part of our
collaboration with the local FEMA board. We view our United Way contributions as helping
support services provided through any 2-1-1 information referral contacts we receive.
jccoghslfundingfonn.doc
5
Agency Name: Crisis Center of Johnson County
Section 3:Communitv Relations
1. How do you assess satisfaction with your services?
(a) Client: We survey clients in the fall about our services and their life circumstances. In
addition, volunteers on the board of directors provide feedback about our services
from their contact with clients.
(b) Community: We periodically survey other community agencies and the churches about
our services.
2. Briefly surmnarize your findings:
Our annual client survey won't be administered this year until November. Last year, client
overall satisfaction with services and with their treatment by staff and volunteers consistently
was above 90% approval. The board of directors continued to be active in soliciting feedback
about our services from churches and service clubs in which they are members. Anecdotal &
crisis line contacts continue to show ongoing frustration with not being able to receive enough
financial assistance for utility bills from us or any source.
3. What changes have been made in response to these findings?
We continue to emphasize communication skill development during in-service training with
our volunteers. Churches & community groups continue to provide some help with emergency
assistance funds. We continue helping clients to identify other resources and to educate them
about billing programs with utility companies.
4. Who are your referral sources to your agency? Please list the main sources and estimate the
rcenta e of clients that are referred b each source.
Source of Referral
Self referral/advertisements
Family/friends
University Hospitals & Clinics
Emergency Housing Project
Salvation Arm
% of clients referred
-Appx. 90% of Crisis Intervention contacts,
8% of Food Bank contacts
-21% of Food Bank contacts
-3% Food Bank contacts
-13% Food BanklEmergency Asst. contacts
-8% Food BanklEmer enc Asst. contacts
5. What other agencies/organizations in Johnson County provide similar services to the same clientele
as your agency?
The Rape Victim Advocacy Program and the Domestic Violence Program have a help line that is
available all day, every day. United Action for Youth has a Teen Peer Helper Line available during
selected hours and an on-call counselor available all day, every day. The Salvation Army, HACAP, &
Shelter House's Star Program offer various forms of meals and financial assistance. Some area
churches offer food & money as part of their church ministry.
6. Describe what distingnishes your agency and/or its services from other agencies that provide
similar services in Johnson County.
The Crisis Center's help line and walk-in counseling offer a broad range of counseling support
options including suicide intervention (as opposed to the specialized assistance for the issues of rape
and domestic violence). In addition, the Crisis Center serves as the after hours contact for the
University ofIowa Counseling service and the information & referral services contact for the United
Way of Johnson County. Both of our programs receive referrals from the 2-1-1 information/referral
jccoghslfundingfonn.doc
6
Agency Name: Crisis Center of Johnson County
telephone service commodity. There continue to be after hour contacts from mental health center
clients, for those who choose not to utilize Foundation II in Cedar Rapids (the Mental Health
Center's after hour service provider). Salvation Army sporadically provides local transportation
assistance. Crisis Center provides transient transportation assistance. HACAP bas a regional food
reservoir; however we provide food locally and have made purchases of food from their regional
reservoir. There are a few churches that give out food; however Crisis Center provides a more
thorough assessment of other needs.
7. Outside of referrals, list up to 3 primary collaborations. Briefly describe the nature of each
collaboration.
Collaborations Brieflv describe
I. Friendly Farms I. They are a co-sponsor with New Pioneer
Coop for our community garden location.
Bob Braverman of Friendly Farms has
worked with area students teaching them
about organic gardening, while providing a
source of fresh produce for Food Bank
program recipients. In addition, they
provided a community educational workshop
about the project.
2. Neighborhood Centers of Johnson County 2. Our Volunteer Coordinator has been
working with them on their Newcomers
Network, which is a resource network for
people new to Johnson County.
3. Local Homeless Coordination Board 3. We have a staff representative that meets
with area homeless service providers to
discuss issues, given support to homeless
grant project applications, and policy
advocacv with the housing trust fund.
jccoghslfundingform.doc
7
Agency Name: Crisis Center of Johnson County
Section 4: Stratelric Planninl!: and Al!:encv Effectiveness
1. Describe up to 3 challenges/opportonities your agency is currently facing and how your agency is
addressing them. (e.g., general trends, staffing, finances, service delivery)
Challenl!es/Oooortonities Stratel!ies
I. Complexity of client issues requires more I. Weare increasinl!: our professional staff
paid staff time dedicated to direct service, rather in order to adeouatelv support our
than program and resource development. volunteers. prol!:ramminl!:. administration.
and service deliverv bv:
A: Adding a part time Food Bank Program
Assistant to act as a floor manager during
distribution hours.
B. Creating a Development Director position
to further our long term financial stability.
2. The benefit of supporting our agency can get 2. We are working to: insure the community
lost to the public in this competitive local knows about and is involved with the Crisis
funding arena. Center by:
A. Developing public access infomercials.
B. Our Volunteer Coordinator is participating
in the Chamber of Commerce Leadership
Program.
C. Getting even more involved in planning
efforts like the 10,000 Hour Show and the UI
Year of Public Engagement Steering
Committee.
3. The structure and selection process in our 3. We updated our bv-Iaws to:
by-laws for our program volunteer's A. Ensure representation on the board by
representation on the board of directors is program volunteers, yet remove the
inefficient and results in shortages on the board ineffectual and antiquated selection process.
of directors. In addition, it has a process for
"grass roots" input into agency issues that no B. Ensure volunteer satisfaction with their
longer serves its original intent. input into agency philosophy & actions.
Items in bold & underlined are "Strategic
Directions" identified in our 5-year strategic
plan.
2. In what way will the needs of your service population change over the next five years?
Two years ago, the U.S. Agriculture Department released a report that commented on the increasing
numbers of families who are hungry or are uncertain where their next meal will come from. The
jccoghs\fundingform.doc 8
Agency Name: Crisis Center of Johnson County
Center for Disease Control & Prevention found that hunger and obesity could coexist because many
hungry families buy high calorie foods that are low in nutrients. In addition, the CDC found that many
families choose to spend their income on fixed expenses (rent & utilities) before buying food. Crisis
Intervention and Food Bank program client interactions have again experienced that the number of
families experiencing fmancial difficulties is increasing. Many area church's emergency fund sources
frequently are exhausted and carmot meet the demand for assistance requests.
3. How do you plan to address these changes?
The supplemental food we offer helps people use their money for other living expenses. As our
funding sources allow, we will try to assist with utility/rent type assistance on a short-term basis. We
will continue to try and offer a balanced nutritional meal through our supplemental food assistance.
We will continue participating in educational projects (like the Community Garden) that create
sustainable ways for people to feed themselves nutritional food. We added a part-time program
assistant in order to provide more consistent support to Food bank operations. We are trying to fund a
Development Director position in order to help tap into creative and long term funding streams for our
programs.
4. Identify your desired client outcomes (what do you hope to achieve for your clients as the result of
your services?).
Crisis Intervention Program Outcomes (new measurement instrument):
85% of clients identify at least one additional resource or healthy option
75% of clients agree to contact referral source(s)
75% of clients responded to de-escalation techniques or had reduced anxiety
85% of clients are more prepared to manage their concern
85% of clients believe helper was knowledgeable and/or understanding of their need/concern
85% of clients receive support or feel less alone
85% of clients feel better or more hopeful
95% of clients determined by lethality assessment to be at risk for suicide, agree to contract for
safety or put means out of site
85% of clients communicate satisfaction with services or express appreciation for services
Crisis Intervention Program Service Provision Objectives:
Objective A: Provide crisis intervention counseling to 7,000 people through 24-hour service.
Objective B: Provide Information and referral to 4,000 people on Crisis Lines.
Objective C: Provide suicide intervention to 300 people.
Objective D: Provide community education & outreach to 10,000 people.
Objective E: Provide support to 15 survivors of suicide.
Food BanklEmergency Assistance Program Outcomes (new measurement instrument):
75% of households agree to contact referral sources(s)
75% of households are more prepared to manage their concern
75% of households believe helper was knowledgeable and/or understanding of their
need/concern
95% of households receive support
90% of households feel better or more hopeful
85% of households communicate satisfaction with services
95% of households that identify food as a need indicate that they are better equipped to meet
their food needs
jccoghslfundingform.doc
9
Agency Name: Crisis Center of Johnson County
Food BanklEmergency Assistance Program Service Provision Objectives:
Objective A: Provide households & individuals with food assistance during 30,000 client contacts.
Objective B: Provide non-fmancial support to promote independence from assistance programs
through the Help-at-Hand case management services. Evaluate the needs & concerns of 4,000
households and provide on-going support.
Objective C: Provide 1,500 county residents with clothing assistance.
Objective D: Provide 2,000 households with emergency assistance in obtaining diapers, baby food
& infant formula.
Objective E: Provide local bus tickets to 1,300 individuals.
5. Describe the evaluation methods you use to measure client outcomes and/or the success of your
services?
We try to do a client satisfaction survey annually for the Food BanklEmergency Assistance clients.
We developed an outcome measurement tool for our Crisis Intervention contacts. Monthly we track
our level of service provision. We set annual service provision goals & objectives.
6. What client outcomes have you achieved?
Crisis Intervention FY05 Program Actual Outcomes (new measurement instrument):
92% of clients identified at least one additional resource or healthy option
90% of clients agreed to contact referral source(s)
83% of clients responded to de-escalation techniques or had reduced anxiety
94% of clients were more prepared to manage their concern
95% of clients believed helper was knowledgeable and/or understanding of their need/concern
94% of clients received support or felt less alone
91 % of clients felt better or more hopeful
84% of clients determined by lethality assessment to be at risk for suicide, agree to contract for
safety or put means out of site
91 % of clients communicated satisfaction with services or expressed appreciation for services
Crisis Intervention Service Provision Obiectives
Objective A. In FY05 provide crisis intervention counseling to 7,000 people through 24-hour
telephone service and walk-in service from 11 am to 11 pm daily.
Results:
. Provided 7,458 client contacts
Objective B. In FY05 provide infonnation and referral to 4,000 people on the crisis lines.
Results:
. Provided 4,766 people with referrals and information
. Provided 5,707 referrals to community resources
Objective C. In FY05 provide suicide intervention to 300 people through phone and walk-in service.
Results:
. Provided direct suicide interventions to 271 people
. Provided counseling to 442 people who indicated depression as their presenting problem
Objective D. In FY05 provide community education and outreach through training sessions,
presentations, and other special events to more than 10,000 people.
Results:
. Provided education and outreach to 14,888 people
jccoghslfundingform.doc 10
Agency Name: Crisis Center of Johnson County
Food Bank Services
Objective A. In FY05 provide households & individuals with food assistance during approximately
30,000 client contacts (duplicated) (500 households a week).
Results:
. Provided 43,710 client contacts
Emereencv Assistance
Objective B. In FY05 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 4,000 households and provide on-going support.
Results:
. Provided case management/evaluated needs of 4,225 households
Objective C. In FY05 provide 1,200 Johnson County residents with clothing assistance.
Results:
. Provided clothing assistance to 1,201 individuals
Objective D. In FY05 provide 2,000 households with emergency assistance in obtaining diapers, baby
food, and infant formula.
Results:
. Provided 30,038 emergency diaper services
Objective E. In FY05 provide local bus tickets to 1,300 individuals.
Results:
. Provided 1,328 individuals with local bus tickets
Food BanklEmergency Assistance Program Outcomes (measurement instrument incomplete):
7. How do you plan to use the evaluation results to enhance/extend your services?
We use them for fundraising information/marketing. If there is an umnet need, we use it to inform
other organizations & funding organizations. We use narrative reports from client satisfaction services
to enhance our training and examine our service delivery methods. For example, we used our suicide
statistics to inform our decision about adopting the Ray of HopeTM suicide survivors support group at
the request of the local group's founder. We continue providing this group service.
8. How do your programs/services impact the community?
The Crisis Intervention program provides the community an outlet and place to have anonymous, free
counseling support that is available all day, every day. The Food Bank and Emergency Assistance that
we provide helps keep people from going hungry and allows them to use their resources to meet other
daily living needs/expenses. We provide a vehicle for a diverse group of volunteers (both our regular
275 trained volunteers and hundreds of untrained people) to help others in their community. We offer
a place for area youth to fulfill service learning projects. We are a community service site for people
involved with the corrections system to perform restitution.
9. How did the agency respond to the UWJC recommendations from your last review?
Our last review was two years ago. We developed an outcome measurement tool to assess the impact
of our crisis intervention services. We developed this instrument with the help of 24-hour hotlines
across the country.
jccoghslfundingform.doc
II
Agency Name: Crisis Center of Johnson County
Section 5: Board Governance
I. Please provide a board roster with names, town, occupation, term aod end date, officers aod
committee assignments. (Attach as Appendix A)
See attached.
2. How often does your board meet?
They meet once every month on the third Wednesday. Some board committees meet outside of our
regular board meeting schedule.
3. What is your average attendance at board meetings?
II members present.
4. How is the board involved in strategic planning, fund development, and governance of the agency?
The board, staff, and volunteers met to develop our five-year strategic plan in the spring of2005. The
board annually reviews progress on our strategic directions & movement towards our vision. The
board is actively involved in fund raising planning & resource acquisition. A subcommittee of the
board revamped our by-laws aod the board made the necessary changes.
5. What type of training/orientation do board members receive?
New board members have an orientation meeting with the executive director. In addition, we have an
annual retreat to discuss our strategic plan or some aspect of board member responsibilities. Board
members are also provided information through our monthly information packets. Some board
members also attend in-service training that our regular volunteers receive. Finally, a more
experienced board member will check-in with newer members to see that their volunteer needs are
being met.
6. Does your agency have written policies and procedures for financial management? If yes, date of
last board approval?
Yes, we have a gift acceptance policy, an investment policy, and other procedures are reviewed
annually by our auditor. The executive director continues working on combining it all into one set of
financial procedures. Gift acceptance policy was approved in 2000. The investment policy was
approved in 2001. The finance committee reviews the investment policy annually.
7. Have you filed the bi-annual report with the Secretary of State? If yes, date filed?
Yes. Filed on 01105/05. Next one is due in 2007.
8. Have you filed the IRS form 990 for the most recent year? If yes, date filed?
Yes. Filed on 01/04/05.
Ifno to questions 6, 7, or 8, give explanation.
N/A
9. Does your agency have a yearly audit? Yes _ ~ _ No
ICyes,
Who completed the audit? How much did the audit cost?
Greenwood & Crim,P.c. will complete our audit for a fee not to exceed $3,125
If material weaknesses are noted in the audit, what is your plan for addressing them?
jccoghslfundingfonn.doc
12
Agency Name: Crisis Center of Johnson County
Last years audit showed none. Our FY 2005 audit will be performed in October due to an illness with
our auditor.
If you do Dot have an audit, what is in place to assure accountability in the agency's financial
management? (Give specifics of financial practices/financial review procedures) N/A
10. Insurance Coverage: (check what coverage your agency has)
Insurance Check if agency has Amount
Directors & Officers
a. fiduciary liability ,/ $1,000,000
b. emDlovment Dractice liability ,/ $1,000,000
General Liability ,/ $1,000,000
Umbrella Liability
Professional Liability ,/ $1,000,000
Property or Renters ,/ $608,334
Vehicle ,/ $1,000,000
jccoghslfundingform.doc
13
Agency Name: Crisis Center of Johnson County
Section 6:Personnel and Staff Develooment
1. State the length of employment of the Executive Director and his/her qualifications.
Employed five years at the Crisis Center. MSW degree from the University ofIowa. Member of the
Iowa Attorney General's Crisis Response Team. Former instructor at the University ofIowa School of
Social Work. Former Trainer for the National Network for Youth. Co-founder of the Iowa
Community Youth Development Training Institute. He was a Crisis Center volunteer in the 1980's
with both programs and served on the board of directors.
2. Staff Salaries & Benefits (for the entire agency)
Check if Applicable
Retire- Full- Time Equivalent
Paid Health ment Cnrrent Salary Range lFTEs
Position Leave Ins. Plan Per Position Last This Next
Year Year Year
Executive Director -.,,; " " $39,472 - $53,268 1 1 1
Coordinator of Services " " " $36,000 - $43,000 1 1 1
Crisis Intervention Program 7 " " $26,000 - $34,500 1 1 1
Director
Food Bank/Emergency " " " $26,000 - $34,500 1 1 1
Assistance Program
Director
Food Bank Program $21,000-26,500 0 0.5 0.5
Assistant
Volunteer Coordinator " " " $21,000 - 26,500 1 1 1
Office Manager " " " $21,000 - $26,500 1 1 1
Office Assistants They make $7.50/hr 0.5 0.5 0.5
(work-study students) according to university policy,
we pay $1.88/hr of that
amount.
Development Director " " " Position currently under 0 0 1
exploration
TOTAL FfEs 6.5 7 8
jccogbslfundingform.doc
14
Agency Name: Crisis Center of Johnson County
3. If serving multiple counties, how many FTE's serve Johnson County (include administrative and
direct service staff)? N/ A
4. How much was spent on staff development in the last fiscal year? $ 8.951.04
5. How much is budgeted for staff development in this fiscal year? $4.000
6. What training and support opportunities are offered to staff?
Staff participates in the same in-service training offered to volunteers. We encourage staff and
volunteers to attend a Crisis Center Convening annual conference in Chicago, IL. In addition, they are
encouraged to attend locally sponsored training offered through other agencies, like the "Nonprofit
Management Academy" and Kirkwood's "Certificate in Volunteer Management Program." Staff may
submit request for a partial book educational reimbursement for a class taken that will relate directly to
their job duties.
7. ( a) What is your turnover rate (for last complete FY) for direct line staff?
No turnover experienced last year.
(b) Issues and concerns about turnover rate? N/ A
(c) What has your agency done to address issues and concerns? N/ A
7. Please attach current organizational chart as Appendix B.
8. Comparing the last complete fiscal year to current fiscal year, what was the average % wage
increase? 3%
9.
Yes No brief eXDlanation
Does your agency ,/ The last Full review was 6/21/00. The personnel committee
have personnel recommended and the board approved a change in the
policies? amount of sick leave that may be accumulated. FY03.
If yes, date board
last reviewed?
Does your board ,/ Input is collected from volunteers, staff, selected funding
annually evaluate organizations, and board members. Director also completes
the director's a self evaluation.
performance?
Does your agency ,/ The last description reviewed was the Food Bank Program
have job Assistant position in August 2005.
descriptions for
every position?
If yes. date oflast
board approval?
Is there an annual ,/ Staff sets individual goals and discusses with their direct
performance supervisor during performance review.
review for every
staff?
10.
11.
12.
jccoghs\fundingform.doc
15
IAgency: Crisis Center of Johnson County
___________ I=_L----L---
Section 7: Financial Management
_ ..__ _______ -l--------f-. --l--=----::::
A:-Three-Year Historical Balance Sheet ! ! I
(As of your fiscal year-end)~___L____
_________ __ FY 03 --l- FY 04 !_~~__
Current Assets ,i
Cash $132,113 $91,802 L~J 67 ,648
Jr1.vestm~nts_____________L $2~'<>!J~__$~62,57jW?71 ,823_
Receivables < 90 days . $0 . $0 $0
~f~h;~,:ntAssets ___=_-=--=-$362,8~4.t-$354,37Y-- $439,4Z}~
Property ] $677,247 $743,093 $677,247
_ Equipment____ __________+_$106,471 $117,~-.!10~!m
less deoreciation ($165,161) ($194,036) _~1!'~,16J2
~_geceivables > 90 d~____________L__!Q_!--_____$O__ $0_
Other ::
_____._,_~_...____._.___.__.___. ...____----1________J... --
Total Non-current Assets ~18,557 . $666,739, $618,557
Total Assets $981,381 $1,021,112 I $1,058,028
-L
Crisis Center is on a CASH Basis
----_._.--- -----..---------------..--...----
__ _-ub034 FY~ _' ~05=
----'-- --!Q..' - ~~ -~
I $0 $0 ,~(L
$0 $O_~ $0
$0 $0 $0
$0 $0 $0
__ ________ ~...-._---.--_---_ ____.____------1.----.-_____...__.._
Current Liabilities
.-------
Accounts Payabl~________
Payroll Taxes Payable
Contracts Payable
Mortaaae Payable-6 months
Total Current Liabilities
-------.------------.-----.-
Other Liabilities
Mortaaae Payable-Balance
Other
Total Other Liabilities---------- ------ $0 -- $782 $179
Total Liabilities $0 $782 ] $179
_---'iet Ass~ts______________4-$~81 ,381_1!,0?O,33.Q. - $1,057,849
Ua!Ii..S'Net~."_=--= . ..._-1r.:~:~~~~~,~~;~~028
!(audit not comoleted yet) I --
16
~ncy:Crisis Centl!r~ of Johnsol1 Coun~_~__~
FinanCIal !ntgrmali.Q.n~~nli",-"gel ;-~i: :ci~C_ FY oqrogralTl ~eclfi-" -- - ------ ---
Co~alville______~ _ _ ~ _ _ L- $51100 $6~5oo _$6,760
,
-,~"...""",,--_. t"~' "']-'" "'~ I ---
nLJn~edWa~cD~~:::GiVin~~m--:;~:: :::: $:~~:: ~_on~,"m~"-:-'_ ____
G__. _. >00__; '" "J:"M' ..,.m j- -- - -
::::::::::::1'-- -~-~~ --:: - : ------ - -
Contributi~~SfFUnd~~ng -- 1;;7,189 ~;69~00 '-~1,~ =_Ieng~,"""KaUina:pactmFY06 ---
~ ------- - - -:- - --
Investmentlncom~~__~__'_ $1,613 $2,000 $2,100 ___
_ Othe'---_~_____-~2,385 $7,500 $7,500 _____
Totallncom"---_~_____f-1,83~~: $634,398 i $624,769 i __ __ ~~_ ~_
=~- -k~';;~,-:;~=:::=,=--
,
_Occupan~______~ '$43,140 I $45,500 $48,ooOJ___~__~__
_Non-oc<:uJl'll19'---- 1$172,664 '$181,900 $199,301! ____~_____~__
~ ~ QlheiifiJnclraising)______+i1i14,01Q .-115,Q()(]~T_$16,QOO! ~
Total Expenses _~i1i5oo,718 $534,333 $626,034 L--
I
----+--..
C, Fund Balance ~
~~~~n_~ _~_ _ _ _ _ $~1 ,832 $534,398 $624,7691-- _ _ _ _ - ~
""'""" _~~m ,...... ~ - ",.~ """" ,~~~~ i ----
-,"" .,....,.--=--1-'" roo, ''''''''-t-=-_-=-- ~~
L~s::::~:n:ance .--.. . :::::: ::::~ ::~:~: i------ ---------
-~L~SS- Res;rict~_d~alan~~El.xplain n--------f=I---~~~ ~=-- -==---~--
Ca over Fund Balance
$162916
17
.
.
I , . _ ~~~~f__Center__of Johnson County
o. BdlDonortF~nd.;,-R~tricted-Funds I D"ia~ated for: --- 1
FY05 FY06
Crisis Center Board On-<:allfAlI night line reimbursement I $3,022 f $30~+ $3,SOO !
Donors: annual camoaion Food reserve $23,559 , - -$2~-$23~ono;~sionated-forfood-~~~--------
Memorials 'PrntlrAms - , $541L $545 I S?9_9J__ -------- ------ -
Friends of Crisis ce~-;donor desianated\ Buildi"" IllllnAnsion or R/]uioment I $11,990 $11,990 $0 :ComDlJlerurv1nildes in FY07
Crisis Center ~.Qerd ~~,...~ ~~ $2,5Q~ $2 500 ~
-- ~O!L ~l!.~[_~_8pjratory diaano6Eld ~~ition~
A~~~ition&f/~e...u~~LOJ:lfund ~uest__ 8!!:. cond.!!!!:lner, Installation, fitlers ate _ $3Q,OO_O_ __ ~~,o~0
9:J~~~_~~~~. -- - ~~s __ __ ____ __ 527,23--.:L _$17,_~OJL _~J5,OO9_ !e.ss_~_hl1.!fo!_~~'~,!~~____
~Q!L~.1campajt:ln Proied Holiday _ $8 429 $8 429 $5,000 donor desionated for food only
Board {endowment accordino to 00n0lll wishes\ Interest income to be used for .............'ons ; $241,823 $258 332 $271,700 Sea:md net oatn since 9-11 fFY05\
..----L~I RntrIcted Fut'lds __w___ $349,099 $351 188 $341 400 ---------
----~._-, - -----..--- --'--' - - ---=f~--l--- -- --- -..-.---- ,_..----
--~_._----- ! -_._---~ -- -=t= -----.----.. --
,
E. In Kind _S~PP2rt: FY05 FY08 I FY07
-----t--.-----
~ryiceslVolunteers __H valued_at@S10/h0ur ~00,000 610,000 $5~9,000 !
Material Goods ...----- ~d C8nne~~___ $329,000 ~~.Q-,OOO $300,000 fewer .~rl.~ ~~ clo~~~_ -----
Space Utilities, ate $3,000 $3,200 i $3,400
~~er: (Please footnote) . -l-su.2Plies,eQuipment, adverti.ing ..--....-- 514,000 15,000 $16000. L__ --.-
Total In-kind Support ----r- $946,000 $928,200 $939,400 i
--- - ------______1_____- - ---- --
---
-- DescriDtionIPumoae -.,.- --- ~
~~~nts FY05 FY08 FY07
------
FEMA ----.--------- Food for transients H_'__ $4,50_"-_ _}:4,~00 $4,635.J~!l.!.!T1~_~~._,,__.
-..- ,,-
U of Iowa Student Senate Crisislntervention............ram $7,504 $7,367 $7,662 IUnreliable funding source --
Commuoity Devel~~_n!.9_ra!1t Food Bank Warehouse ~~t!~__, $01 $0 --~I
Foundation Grant~ Food Bank OlJ8l"ations $11,111 ! $20 000 $39,000 ---
i
----+-
ToUIlGrants $23115 , $31 867 $42 297 I
'8
..
.
Appendix A
CRISIS CENTER BOARD OF DIRECTORS
2004-2005
Jane Anderson, Chair (8/07)(C)(P)
Retired Psychologist
16 Woodland Heights
Iowa City, IA 52240
(H) 351-3789 (0) 354-3232
~h(@aol.com
Michele Welter, Vice Chair (l0/06)(V)(P)
Office worker
15 Oak Park Place NE
Iowa City, IA 52240
(H) 351-6911
W elter35I (@aol.com
Jesse Bums, Treasurer (7/07)(C)(F)
Architect/Developer
P.O. Box 158
N. Liberty, IA 52317
(0) 338-7600 ext .#2
Charles Scott (12/05)
Laborer
834 Clark St.
Iowa City, IA 52240
(H) 339-9403
cascott@avalon.net
(V)(P)
Ron Hall (1/06) (C)(P)
clo Mercy Hospital-Chef
500 E. Market St.
Iowa City, IA 52245
(H) (319) 653-3763 (0) 688-7193
Ron.Hall@mercyic.org
Molly Kellor (12105) (V)(S)(Pr)
Social Worker
416 S. Linn St. #9
Iowa City, IA 52240
(H) 887-0900
mkellor(@,blue.weeg.uiowa,edu
Bob Miller (l0/07)(C)(Pr)
clo Mercy Hospital-Facilities Manager
500 E. Market St.
Iowa City, IA 52245
(H) 354-1910 (0) 339-3340
Bob.rniller@mercyic.org
Kim McCoy (10/05) (C)(F)
Banker
2423 North Ridge Drive
Coralville, IA 5224 I
(0) 358-6882 ext. 225
kmccoy@uiccu.org
Julia Davis (12/05) (C)(Pr)
Retired
55 Rita Lyn Court
Iowa City, IA 52245
(H) 351-4882
JMDandDGR@aol.com
Christina Randall (10/06) (V)(Pr)
Retired Nurse
3328 Shamrock Drive
Iowa City, IA 52245
(H) 351-1974
randall@ia.net
Steve Ballard, (1/06) (C)(F)
Attorney
P.O. Box 2447
Iowa City, IA 52244-2447
(H) 354-0662 (0) 338-755 I
sballard Ihtw(@Quest.nel
Tom Suter (1/06) (C)(Pr)
Radio Station Manager
2255 Balsam Court
Iowa City, IA 52240
(H) 337-4292 (0) 354-1242
Sutennan 7 (alaol.com
Judy Atkins (12/05) (V)(P)
539 Stuart Court
Iowa City, IA 52245
(H) 351-4171
JAtkins@aol.com
(C) = CommlUlity Representative
(V) = Volunteer Representative
(5) "" University Student
(F) = Finance Committee
(P) ~ Programming Committee
(Pr) ~ Per.lonnel Committee
9/21/04
, ~~ US. Crisis Center
~ ....... 1121 Gilbert Court
. ~ Iowa City, Iowa 5224M528
Crisis Center ~
....,~
/tEL P 'U~
Office
Manager
Office Assistant
(work study)
Appendix B
Table of Organization
Board of Directors
15 members total (8 community
members, 7 program volunteer members
(including 1 University ofIowa Student
Volunteer)
Executive Director
Coordinator of Services
Crisis
Intervention
Program Director
Volunteer
Coordinator
Crisis Line (319) 351-0140
Business Line (319) 351-2726
Food Bank (319) 351-0128
Fax (319) 351-r-'
www.]ohnsonCountyCrisisCenteL "
E-mail: rwilburn@mynav.net
Food Bank
Program
Director
Trained Program Volunteers
Community Service Volunteers
Organized Volunteer Groups
Sporadic Volunteers
Food Bank
Program
Assistant
All trained volunteers in good standing have
input into policy decisions through volunteer
representatives on the Board of Directors
United A
Way 'j
f'\'07 HUlllan Set'viee Agency Request for IlumJing
Cit, of Co rf.t h illc. Cj1~ of Im'l-a Clt~. Johnson Count,_ llnitcu \Vay 01 .Johnsoll Count,
Section 1: Backlrround
Agency Name: Domestic Violence Intervention Program
Address: P.O. Box 3170, Iowa City, Iowa 52244-3170 Phone: 319-35~_lei042
m_., N~. Krio.. F......~.-..." ",.".", ~ ~
Bd. Pres Name: Shari DeMaris & Josey Bathke Signature: ~
Request Completed By: Kristie Fortmann-Doser and Sheri Gilds
Date: September 30,2005
Check Your Agency's Budget Year:
1/1-12/31 7f1-6/30~
LOl'al Funding Summar~':
411 /04-
3/31/05
1011-9/30 - --
4/1/05- 4/1/06- %of
3/31/06 3/31/07 Total
Bud et
$53,099 $60,540 8.55%
Amount received from UWJC
Does not include designated
ivin or S ecial Needs Grants
$51,552
8.08%
9.42%
0.61%
FY 05 FY 06 FY 07
$49,688 $50,185 $57,212
$56,801 $58,505 $66,696
$ 3,700 _ $3,815 $ 4,350
What were local funds used for this ear: 0 erations, Salaries and Benefits
What will next year's local funds be used for? Operations, Salaries and Benefits
Explain or justifY any significant increase in funding request over last year's allocation.
DVIP has increased shelter capacity from 35 women and children nightly to 40 at the beginning of this
fiscal year. It is our goal to increase to 45 in 2006. Increased funding is to support costs related to this
chan e in service.
Agency Mission Statement:
The Domestic Violence Intervention Program 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.
Summarize your programs and services:
DVIP's funding request is for the entire agency. DVIP serves victims of domestic abuse, their
children and non-offending family or friends. DVIP provides the following crisis intervention and
violence prevention services:
The DVIP 24-Hour Hotline is available to victims of domestic abuse, their children, family and
friends for crisis intervention, support, information and referral. DVIP provides paid staff and
volunteers to assist victims 24 hours!7 days a week. In addition, DVIP has access to the Language
Line. The Language Line is a contracted phone service that provides interpreters for 140 languages
which can be accessed within minutes, 24 hours a day. This service is critical as Johnson County
supports a very diverse population.
Shelter is available to women and youth when staying in their current situation is no longer safe.
Individuals and families stay in shelter for as long as 90 days, the current average length of stay is
47 days. Residents share in household chores, cook their own meals and are responsible for
maintaining their rooms. Residents attend two house meetings per week to discuss issues related to
Domestic Violence Intervention Program
domestic violence and shelter living issues. Residents gather information from staff, support from
each other and referrals related to life issues, such as financial resources, housing and employment.
Criminal Justice Advocacy includes both crisis and on-going support in working with the criminal
justice system. DVIP advocates are members of the Domestic Abuse Response Team (DART)
which works in collaboration with the Iowa City Police Department and Johnson County Attorney's
office, to improve prosecution of domestic abuse assault. Some additional ways that staff and
volunteers assist victims include:
. Obtaining emergency Pro Se No-Contact Orders
. Victims involved with criminal proceedings (typically cases where their partner is the
defendant)
. Civil proceedings such as divorce or custody cases
. VA W A (Violence Against Women Act, Federal Govt. 1994) petition that provides safety
and asylum for battered immigrant women
. Women and youth involved with the Department of Human Services or the juvenile justice
system
DVIP is adding a full-time Specialized Legal Immigrant Advocate to our staff. This advocate will
work collaboratively with immigration attorneys from the MUNA Clinic of the Iowa Coalition
Against Domestic Violence and with Iowa Legal Aid attorneys. In addition, this advocate will act
as a liaison to domestic violence advocates working with battered immigrant women in a nine
county area. DVIP is one of four Iowa programs to receive full funding for this project.
Economic Advocacy includes advocating for victims accessing financial assistance resources,
housing assistance and employment. DVIP provides Personal Economic Planning (PEP), a service
for long-range financial planning, job preparation and resume development. This service, along with
the Life Issues groups focuses heavily on securing independence and preventing future violence.
Counseling is minimally available to adult and youth victims of domestic violence. Staff and
volunteers utilize Brief Solution Based and Peer Counseling methods.
Support Groups have become a critical aspect of DVIP services, because we are no longer able to
offer one-to-one support as we have in the past, due to funding reductions over the last six years.
We have two types of support group - Support and Life Issues. Support groups foster
empowerment and provide an opportunity for victims to come together to discuss the impact of
domestic violence and healing. Life Issues groups focus on barriers victims face individually or in
the community in reaching their personal goals. Life Issues groups include the following topics:
. Boundaries and Healthy Relationships
. Safety Planning
. Housing
. Employment
. Education
. Finances and Economic Self-Sufficiency
. Identifying Personal Strengths
General Advocacy supports victims as they access a wide range of systems in the community.
Domestic violence affects many aspects of victims' lives. General Advocacy involves working with
diverse fields, including healthcare professionals, faith-based communities, schools, employers and
a wide range of groups, on behalf of individual victims and/or domestic abuse victims as a larger
group.
jccoghslfundingfonn.doc
2
Domestic Violence Intervention Program
Youth Services are included in all of the previously listed services. The following are highlights of
services specific to youth affected by domestic violence:
. Criminal Justice and Court Advocacy provides both crisis and on-going criminal justice
advocacy, supporting and helping the client to understand the process and be informed of their
choices. DVIP works closely with the juvenile justice system.
. Child Protective Services provide for women and youth involved with the Department of
Human Services or the juvenile justice system are a key component to our services. The Johnson
County Department of Human Services (DHS) often refers both women and children to DVIP
for client counseling and advocacy. Youth Services continues to give counsel to DHS
investigators and caseworkers regarding issues of domestic abuse and its affects on children and
their mothers. Our mutual goal is to assist the victim-survivor in finding safety for both her and
her children.
. Parental Advocacy offers alternative suggestions and support for families, without imposing
personal beliefs or values, and empowering the client to make responsible, informed choices.
Parenting advocacy goes hand in hand with daily life in a communal living situation. Our
information on parenting is welcomed by many of our clients, but it is our support of the client's
decision on their own parenting coupled with the community that is built by the mothers within
the facility that are the agency's strongest assets.
. Support group provides education and emotional support to youth in areas of concern such as
feelings, self-esteem, and responsibility for violence, anger and conflict management as well as
violence within families. Group uses art, music and movement exercises to explore self -
expression as well as personal accountability and responsibility.
Support Group topics include:
. Becoming a Supportive Person
. Choosing Equality and Respect
. Recognizing Abusive Relationships
. Skills for Healthy Relationships
. Collaborating with area schools to help youth stay connected to their school of origin, even
while staying in shelter.
. Bully Proof (violence prevention curriculum) Curriculum includes class discussions, role
plays, case studies, writing exercises, reading assignments, art activities, and independent
observation projects. The lessons are designed to give youth a way to work through the gray
areas of joking around, teasing and bullying as well as help identifY ways in which to help those
who are being bullied, figure out their role as a bystander and contribute to a "bully-proof'
environment. This curriculum is implemented both in support group and the ICCSD literacy
program.
. Teen Education includes a series of discussion sessions revolving around the issues of teen
dating violence.
. Prevention-based Recreational Activities provides diverse, age-appropriate activities to youth
to increase familiarity with the surrounding community and local resources, as well as support
for social development and healthy interaction with peers.
. Family Fun Night is a weekly activity planned by shelter families and staff to foster positive
interaction between women and children with staff support in an informal setting, reinforcing
respect for both the adult and child experience in crisis, the power of the healing process and the
need for fim which can be achieved through inexpensive and creative ideas.
Education Services provide for the following:
. Volunteer and Staff Training
. Community Speaking Engagements
jccoghs\fundingform.doc 3
Domestic Violence Intervention Program
. Education Materials - for clients and community
. Annual Report
. Media - article series, letters to the editor, press releases and announcements
. Professional Training and Consultation
. Brochures, Handouts and Posters
List any accreditation and licensure your agency currently has. Explain.
Domestic violence programs are not accredited in Iowa. Many of our funders conduct site visits, on
which specific contractual criteria are scored. DVIP is a member of the Iowa Coalition Against
Domestic Violence (ICADV). Any employee working for an agency that is a member ofthe Iowa
Coalition Against Domestic Violence is required, by Iowa law, to be state certified as a Domestic
Abuse Advocate at level I, II, or III. The three certification levels specify the level of knowledge
acquired and the types of services that can be provided by employees working in the domestic
violence field. Advocates must maintain their certification through a continuing education process
each year. All DVIP staff are certified.
Agency History (Using one page only, please summarize the history of your agency, emphasizing Johnson
County, past and current activities and future plans. Please update annually.)
DVIP celebrated its 25th anniversary this year! In the past 25 years, DVIP has offered domestic
violence services to nearly 24,000 women, children and men, and has received over 208,000 hotline
calls. In 1977, the University ofIowa Women's Resource and Action Center (WRAC) received a
one-year federal CET A Grant to explore the scope and incidence of domestic violence in the
Johnson County community. Responding to those needs, volunteers quickly established a safe
home network, referral services and limited emergency advocacy. By 1978 the community's need
for a domestic violence shelter and support services had become obvious and in May 1979 Aid &
Alternatives to Victims of Spouse Abuse was established through Iowa City's Crisis Center. But it
was in October of 1980 that the Domestic Violence Intervention Program (DVIP) was incorporated
and a shelter officially established in Iowa City.
By 1986 DVIP had added a second staff position to provide counseling, community outreach and
education. This was the same year Iowa's mandatory arrest law took effect - profoundly impacting
our community's perception of battering. DVIP also experienced a 300% increase in service
requests that year. At that time, DVIP worked with other community based organizations to create a
coordinated response to domestic violence. As a result of this work, DVIP helped to form a unique
local coalition with the County Attorney's Office, Law Enforcement, and Johnson County service
agencies. This coalition served as a state model for comprehensive service delivery to battered
women and their children. That success continues today in the Johnson County Coalition Against
Domestic Violence and collaborations with other community agencies that have developed from this
important community partnership.
One of our greatest accomplishments came in 1993, when DVIP moved into a newly constructed 13
bedroom shelter. With tremendous community support, the mortgage was successfully retired in
2001 - just eight years later.
Since the early 1990's, the most dramatic changes have been in funding and its affect on services.
In the mid 90's we saw increases in funding that allowed for more comprehensive advocacy and
counseling services, and the addition of a community based education program. In 2000, funding
resources began losing ground.
In the past five years we have absorbed funding losses of $146,000 annually by attrition, cutting
expenses, and greatly diminishing non-direct service related activities. We continue to rely heavily
jccoghs\fundingform.doc
4
Domestic Violence Intervention Program
on temporary staff positions - specifically Work-Study students from the University ofIowa. In
2002 and 2003 DVIP suffered a devastating set back when state legislators saw fit to remove the
states budget line item, cutting more than $2 Million dollars that supported victims of domestic
violence. While the 2004 legislative session saw the restoration of the state budget line item, it was
for only $5,000 - an allocation of approximately $140.00 to each domestic violence program in
Iowa.
Regardless of recent struggles, we strive to improve and grow. In 2004, the DVIP Board of
Directors and committed community members launched The DVIP Foundation, a separate sOI(c)3,
not-far-profit organization. The Foundation created an endowment aimed at stabilizing the DVIP's
ability to serve victims of domestic violence.
Section 2: Client ProfIle
Num ber ufl'eople Sen ,-II: Entcl' Past Two Y car"s: FY04 FY05
1. How many Johnson County residents (Including IC & Unduplicated Count 466 534
Coralville) did your aeencv serve?
2. How many Iowa City residents did your agency serve? Unduplicated Count 316 383
3. How many CoralvlUe residents did your agency serve? Unduplicated Count 84 71
4. How many North Libertv residents did your aeencv serve? UnduDlicated Count 25 31
Client Prolile (for last complete ~eur, ifuvuiluhle. !fnot "v"i1able, plc:!se explain bdeny.
Age (use agency's Gender Ethnicity (use agency's breakdown)
breakdown if needed)
0-5 82 Female: 805 African American 198
6-17 120 Male 95 HisDanic 118
18-29 321 AsianJPacific Islander 22
30-64 368 Native American 16
65+ 4 Caucasian 517
Unknown 10 Other/Unknown 34
Identify what services are included in Client Profile
. Shelter . Criminal Justice Advocacy
. General Advocacy . Counseling
. Support Group
. Information/Referrals
3. Briefly describe your service population.
DVIP serves women and men victims of domestic abuse, their children and loved ones. Johnson
County residents receive support, advocacy, shelter and education. 534 of 905 clients served were
from the Johnson County area. An additional 147 were served from our extended service catchments
area, including Cedar, Iowa, Jones and Washington Counties. Finally, 224 individuals from outside
our service area received support services. Domestic violence is a lethal crime; batterers on average
stalk their partners for 21 monthsl. It is common for batterers to track their victims to the shelters
where they have sought safety - forcing victims and children to move to yet another shelter. DVIP
works closely with shelters across the state, and surrounding states to resolve these complex safety
issues, whether it is a Johnson County victim needing safe shelter in another area or a victim from
outside our service area seeking safety at our shelter. In the latter circumstances, we rely on
referrals from the shelter services they are currently using.
I Center for Policy Research, Stalking in America, July 1997.
jccoghs\fundingfonn.doc 5
Domestic Violence Intervention Program
4. How do you determine eligibility for services?
Eligibility is determined through staff contact with individuals, sometimes made by referral through
resources within the community. Staff determine eligibility based on statements about past abuse,
current abuse and current level oflethality. Eligibility for DVIP youth services is limited to children
whose parent is receiving DVIP services.
Based on the expressed goals and objectives of the individual, DVIP staff work with client's
providing information, referrals, advocacy and support through our 24 hour crisis line, legal/social
services advocacy, individual peer counseling and support groups. In relation to safe shelter,
eligibility is based on lethality or danger levels, and shelter capacity (nurnber of beds available).
The DVIP shelter is often at capacity. Priority is given to victims in the most physical danger, in
our service catchments area.
5. Are there fees for your services? Yes_ No-",-
6. A. Do you provide services in the small communities and rural areas of Johnson County?
Area(s) served:
DVIP serves all of Johnson County. DVIP's offices and shelter are based in Iowa City. Advocates
are available to provide legal/social services advocacy in surrounding communities and rural
areas. Individual peer counseling and support groups are primarily, but not exclusively, held in
our Iowa City offices. We provide printed materials, such as brochures and posters throughout
Johnson County. DVIP's toll-free crisis line is available within Iowa, and provides a safe
alternative to long-distance calls that may be tracked through phone billing by a batterer.
Services Provided:
24 hour hotline, information, referrals, legal/social services advocacy, and individual peer
counseling. Safe shelter and support groups are provided at our Iowa City location. An additional
49 Johnson County residents outside ofIowa City, Coralville and North Liberty sought our
services.
B. Do you provide services to areas outside of Johnson County?
Area(s) served:
In addition to Johnson County, our service catchments area includes Cedar, Iowa, Jones, and
Washington Counties.
Services Provided:
24 hour hotline, information, referrals, legal/social services advocacy, and individual peer
counseling. Safe shelter and support groups are provided at our Iowa City location.
Funding sources for services outside of Johnson County:
. Iowa Coalition Against Domestic Violence
. Washington County Decategorization Funding, Department ofHurnan Services
. Washington County Coalition Against Domestic Violence
. Iowa Attorney General Crime Victim Assistance Division Funds
. Federal funding - Family Violence Prevention Funds, Victims of Crime Act, Violence
Against Women Funds
Section 3:Communitv Relations
1. How do you assess satisfaction with your services?
a) Client: DVIP clients receive an agency evaluation form to complete and return. DVIP Board
members also facilitate focus groups for evaluation of services. Information from these evaluation
jccoghs\fundingfonn.doc
6
Domestic Violence Intervention Program
tools are compiled and assessed for service satisfaction, as well as gaps in service. DVIP utilizes
surveys and anecdotal feedback from youth and adult clients.
b) Community: DVIP has conducted a community satisfaction survey. Our community assessment
includes a survey of donors, collaborating agencies/organizations and other interested community
members.
2. Briefly summarize your findings:
Our findings are consistent with last year, but additional concerns about safety are coming to light.
. The average length of stay in shelter jumped dramatically from 26 days in FY03 to 43 days in
FY04. This alarming jump has risen, yet again, in FY05 to 47 days. Clients identified having to
stay in shelter longer because affordable or subsidized housing resources in the community have
dropped drastically. A two year waiting list for subsidized housing support is a huge barrier.
Many families and single women state they stay in shelter as long as they can, move back home to
their abusive partner (because they have no safe alternative) and try to "wait out" the violence,
hoping they won't need shelter again.
. Clients are contacting us multiple times in a year for safe shelter; this is not reflected in our service
numbers.
. Because our length of stay has grown we are sheltering fewer and turning away more.
. Clients identifY staying in shelter longer creates more stress for families and single women.
. The need for individual counseling services outpaces the resources DVIP has available.
. The need for shelter is greater than our capacity at any given time.
Three Year
Comparison FY03 FY04 FY05
Total Clients Served 1048 861 905
Total Services 3734 5688 4585
Total Sheltered 415 275 230
Average Length of Stay 26 43 47
Adults Sheltered 192 141 115
Youth Shelter 236 134 115
Turned Away from 658-total 660-total 770-total
Shelter 269-because full 431-because full 468-because full
O-unsafe* 4-unsafe* 11-unsafe*
416-inappropriate 225-inappropriate 291-inappropriate
'Refers to situations where a batterer may have approached shelter In the past, and It IS safer for that victim to be sheltered at
another domestic violence program.
Summary of Community Satisfaction Survey -
On a scale of Excellent, Good, Average, Fair, Poor or Not Applicable, the following was related to
DVIP:
More than 90% of respondents believed DVIP's participation in the community was
Excellent or Good. (Additional answers were "Not Applicable")
81 - 90% rated DVIP as Excellent or Good in standard of services, staff resourcefulness
and community leadership Additional answers were "Not Applicable")
Respondents felt DVIP was culturally competent, with the following breakdown: 10%
Excellent, 30% Good, 20% average and 40% Not Applicable
jccoghslfundingfonn.doc 7
Domestic Violence Intervention Program
100% of respondents rated staff as knowledgeable, attentive and polite
3. What changes have been made in response to these findings?
. The current waiting list for Section Eight Housing vouchers is almost two years. DVIP staff have
worked collaboratively with the Local Homeless Coordinating Board, City of Iowa City and
participated in community efforts to address the growing need for appropriate affordable housing.
. DVIP has developed a series of volunteer and staffled activities to improve the quality oflife for
women and youth living in shelter. The activities cover a broad range, for example: movie night,
ice cream eating contests, spa night, dances, family fun activities, exercise and many more. The
activities break down barriers between residents and foster empathy and cooperative living.
. The number of staff available to provide individual services, primarily counseling, has decreased
dramatically, due to budget cuts over the past five years. In response, outreach staff has developed
the "Living Well" support group series. The group format allows us to utilize staff time more
efficiently and encourages clients to support each other. In addition to groups held at DVIP, we
currently provide the Living Well series to clients referred to us by the following organizations:
The Department of Human Services, The Department of Corrections, and MECCA.
. At the beginning of this fiscal year we increased our shelter capacity from 35 to 40. We have
sustained that level for four months and it is our goal to increase to 45 in 2006.
4. Who are your referral sources to your agency? Please list the main sources and estimate the
b
oercentall.e of clients that are referred ,veach source.
Source of Referral % of clients referred
Word of mouth or self-seeking 45%
Other shelters 20%
Area law enforcement 10%
Social and community service agencies 25%
5. What other agencies/organizations in Johnson County provide similar services to the same clientele as
your agency?
DVIP offers unduplicated services for adult victims of domestic violence and their children in the
Johnson County area.
6. Describe what distinguishes your agency and/or its services from other agencies that provide similar
services in Johnson County.
DVIP provides unduplicated services in the Johnson County area, and is the only agency whose sole
mission is to serve victims of domestic violence. Since 1980 DVIP has offered the only safe shelter
program to victims of domestic violence in our five county service area. DVIP offers the following
unique services to victims:
. Economic Self-Sufficiency - to prevent violence and educate victims seeking independence
from an abusive partner
. Criminal Justice Advocacy - to advocate for the rights and wishes of domestic violence
victims
. General Advocacy - in response to social services, healthcare, housing and employment issues
. Prevention services for adults and youth - to explore healthy intimate relationships
. 24 Hour Hotline - to respond to emotional and crisis need related to domestic violence.
. Safe Shelter - to provide a safe haven from violent crime for women and children
. Community education - to improve our community's response to and awareness of domestic
violence as a crime
jccoghslfundingfonn.doc
8
Domestic Violence Intervention Program
In addition to direct support services, DVIP actively pursues social change to benefit victims of
domestic violence. DVIP educates the community to break down barriers and dismantle victim
blaming language and behaviors. DVIP, in collaboration with victims and the Iowa Coalition
Against Domestic Violence, has worked with legislators to improve laws and criminal justice
resources.
7. Outside of referrals, list up to 3 primary collaborations. Briefly describe the nature of each
collaboration.
Collaborations Briefly describe
I. Johnson County Coalition Against Domestic 1. JCCADV is a collaboration of community
Violence (JCCADV) organizations and individuals committed to
ending domestic violence. Their mission is to
provide education and promote collaborations
that support community services and social
change efforts.
2. The Department ofHurnan Services 2. DVIP participates in multi-disciplinary
meetings related to joint DHS, domestic
violence cases. DVIP and DHS are currently
participating in a pilot program that utilizes
Family Team Meetings - cooperative case
planning with family members leading goal
development.
3. Domestic Abuse Response Team (DART) 3. DART is a criminal justice team that
includes a DVIP Advocate, an Iowa City
Police Department Detective and a Johnson
County Attorney. The team's goal is to
improve investigation and prosecution of
domestic abuse cases and provide support to
victims throughout the criminal justice
process. DVIP accompanies the ICPD
Detective during follow-up investigations and
advocates for victims in criminal cases.
Section 4: Stratelrlc Plannm!!: and A!!:encv Effectiveness
1. Describe up to 3 challenges/opportunities your agency is currently facing and how your agency is
addressing them. e. ., general trends, staffing, finances, service delivery)
Challenges/O ortunities Strate ies
I. A continuing challenge this year will be
working with Iowa Legislators to restore state
funding at previous levels of $2 Million dollars
to domestic violence programs, versus the
$5,000.00 allocated in the past two years.
1. DVIP will continue to work
collaboratively with adult and youth victims
in sharing their concerns with legislators.
DVIP Board of Directors will participate in
education and lobbying efforts. DVIP will
9
jccoghslfundingfonn.doc
Domestic Violence Intervention Program
2. Poverty and housing are two of the biggest
barriers facing victims of domestic violence.
3. A change in agency leadership, while
daunting and time consuming, is always an
opportunity for growth and new ideas.
continue to work closely with the Iowa
Coalition Against Domestic Violence and
their efforts to increase fimding for victims.
2. DVIP is researching transitional housing
opportunities for victims of domestic
violence. We also continue to improve and
expand our economic advocacy services and
agency collaborations on behalf of victims of
domestic violence
3. DVIP staff, volunteers and board members
are creative, resilient, and excited to explore
new opportunities. Like many agencies
across the community, DVIP has struggled
with diminishing resources. For the past four
years we have had to operate from a space
that was reactive, rather than proactive. Last
years' 25th Anniversary galvanized a great
deal of community support for DVIP and, just
as important, staff and board energy. We
have recommitted to moving forward through
strategic planning and heightened community
involvement.
2. In what way will the needs of your service population change over the next five years?
. The lack of affordable housing continues to be the most critical issue facing victims of domestic
violence - victims who are striving to escape abuse.
. Battered Immigrant women face additional barriers in the United States. Many battered
immigrant women are reliant on their abusive partners to stay in the United States legally. They
may not be eligible to hold ajob. In addition, battered immigrant women are not typically
eligible for housing or economic assistance. Although receiving asylum will alleviate these
issues, the application process is legally complicated and lengthy (ranging from nine months to
two years).
. Across the nation there is a debate amongst domestic violence programs about how to prioritize
shelter and outreach services. As our communities become more aware of domestic violence
and respond with appropriate accountability, shelters become less needed and outreach services
become more needed. While the need for safe shelter isn't going away any time soon, DVIP has
already seen a 14% increase in outreach services over the past three years.
3. How do you plan to address these changes?
. Transitional housing is a resource that is in high demand, but low supply. At a time when
Section Eight Housing vouchers are on an almost two year waiting list, transitional housing is a
resource that is appealing. DVIP is researching the feasibility of providing transitional housing.
Plans for this are being developed at our November 2005 strategic planning session.
. DVIP continues to assist battered immigrant women with VA W A Self-Petition for asylum and
the legal right to stay in the United States, regardless of their partner's legal status. The
Violence Against Women Act provides for legal protection of immigrant and non-immigrant
jccoghslfundingfonn.doc
10
Domestic Violence Intervention Program
status women. DVIP has been awarded a two year contract with the Iowa Coalition Against
Domestic Violence to provide specialized advocacy services for battered immigrant women.
. DVIP will continue to seek alternative funding sources to support additional staff. Volunteers
have become a critical asset during funding difficulties and we currently approach recruitment
and training in much the same way we approach hiring.
. The DVIP Foundation is creating an endowment to insure DVIP funding security. Many of
DVIP's biggest barriers are funding related. While it is very new, the DVIP Foundation is well
on its way to meeting its goals.
4. Identify your desired client outcomes (what do you hope to achieve for your clients as the result of
your services?).
. Adult and Youth clients ofDVIP will be able to identify a safety plan.
. Adult and Youth clients of DVIP will be able to identify three abusive tactics on the power
and control wheel.
. Adult clients will be able to identify two new resources they didn't know about before
contacting DVIP.
5. Describe the evaluation methods you use to measure client outcomes and/or the success of your
services?
Clients complete data source forms. The method for evaluation is collection and tabulation.
Indicators will include:
. The percent of adult and youth clients able to identify a safety plan.
. The percent of adult and youth, able to identify abusive behaviors.
. The percent of adult clients able to identify new (to them) resources in the community.
6. What client outcomes have you achieved?
. 96% of adult and 73% youth participants completed a safety plan outcome measure form.
. 100% of adult and youth participants completed a power & control wheel outcome measure
form.
100% identified at least 2 controlling behaviors
83% identified 3 controlling behaviors
70% identified 4 controlling behaviors
58% identified 6 controlling behaviors
48% identified 8 controlling behaviors
. 100% completed resources outcome measure form.
88% were able to list at least two new resources they learned about while at DVIP.
7. How do you plan to use the evaluation results to enhance/extend your services?
Evaluating baseline crisis intervention services informs the agency of the effectiveness of services
provided. Outcomes help determine training needs, resource needs and mission focus.
8. How do your programs/services impact the community?
. DVIP provides safety, information and support to victims of domestic violence.
. DVIP improves the lives and safety of our community members and increases accountability for
perpetrators of violent crime.
. DVIP assists employers in maintaining a safe working environment and the continued
employment of battered women.
. DVIP provides technical assistance to area hospitals and medical personnel in developing tools
to assess, intervene, and refer victims of domestic violence to appropriate services.
. DVIP sheltered 230 women and children during FY05, providing 10,765 nights of safety.
jccoghslfundingfonn.doc
11
Domestic Violence Intervention Program
. Additionally, 675 women, children and men from our community accessed support services,
including criminal justice advocacy, general advocacy, individual peer and group counseling.
. DVIP provided 71 educational seminars and training to more than 4,118 individuals in Johnson
County.
9. How did the agency respond to the UWJC recommendations from your last review?
United Way of Johnson County had the following recommendations for DVIP last year:
. "The Panel encourages DVIP to continue to develop and diversify its board of directors in
order to meet current challenges."
The DVIP Board of Directors has made a specific commitment to diversitying and
increasing the board. Board development is a part of every board meeting. The goal of
board development is to identity key professions and then individuals that can lend their
expertise to the agency. Four board members have been added in the past year, providing
shared expertise in the following areas: employment law, fundraising, cultural competency
and women's issues. Areas we will focus on this year include building maintenance.
The board has evaluated key concerns related to board retention and have instituted a
mentoring program for new board members to aid their orientation.
. "Finally, the Panel recommends that DVIP work aggressively to diversify and stabilize its
funding base."
Over the past two years DVIP has developed a Foundation, whose primary goal is to
stabilize DVIP's funding base. The Foundation fund balance, including pledges, is
$75,000.00.
DVIP will develop a community fundraising event specifically for families this year and
will incorporate pledge parties into our fundraising efforts.
Finally, DVIP administrative staffhas applied for several new grants in the past year.
Section 5: Board Governance
1. Please provide a board roster with names, town, occupation, term and end date, officers and
committee assigmnents. (Attach as Appendix A) See attached Appendix A.
2. How often does your board meet? Monthly
3. What is your average attendance at board meetings? At least 90% of members meet consistently.
4. How is the board involved in strategic planning, fund development, and governance of the agency?
DVIP Board of Directors completes strategic planning on an annual or bi-annual basis; this year's
strategic planning session will be facilitated by Lon Moeller of the Lamed A. Waterman Iowa
Nonprofit Resource Center of the University ofIowa. Our Board of Directors is a governing board
that updates current policies on an annual or bi-annual basis.
Last year the DVIP Board accomplished an impressive list of goals:
. Celebrating DVIP's 25th Anniversary with a premiere event on April 30, 2005
. Developing a separate, 501(c)3 DVIP Foundation
. Creating the DVIP Safety and Confidentiality Policy Handbook for staff
. Hiring an Executive Director
This year's objectives include a comprehensive update of the DVIP Personnel Handbook and job
descriptions, creation of a spring fundraising event and direct ask parties, services evaluation and staff
development.
jccoghslfundingfonn.doc 12
Domestic Violence Intervention Program
5. What type of training/orientation do board members receive?
Board members, upon acceptance to the board, are oriented by the Executive Director and Board
Chairs. The orientation includes a tour ofthe agency, meeting staff and a review the board manual.
Current board members act as mentors for the first'year ofa new board member's duty. The mentor's
role is to provide an outlet for questions and processing of new information. All new board members
receive a manual that includes historical information, board member goals and expectations, by-law
and policy information and current activities of the board. Board members attend approximately 4-8
hours ofDVIP's advocate training to gain knowledge of agency services, philosophy and the impact
of domestic violence on individuals and our community.
6. Does your agency have written policies and procedures for financial management? Yes If yes, date of
last board approval? June 2005
7. Have you filed a bi-annual report with the Secretary of State? Yes If yes, date filed? March 2005
8. Have you filed the IRS form 990 for the most recent year? Yes If yes, date filed? November 2004
If no to questions 6, 7, or 8, give explanation. N/A
9. Does your agency have a yearly audit? Yes -'L- No
If yes,
Who completed the audit? Clifton Gunderson How much did the audit cost? $4655.00
If material weaknesses are noted in the audit, what is your plan for addressing them? N/A
If you do not have an audit, what is in place to assure accountability in the agency's financial
management? (Give specifics of financial practices/financial review procedures) N/A
10. Ins
urance Covera2:e: (check what covera2:e vour a2:ency has)
Insurance Check if agency has Amount
Directors & Officers
a. fiduciary liability Y $1 Million
b. emolovment oractice liability
General Liability Y $1 Millionl$2 Million
Umbrella Liability no
Professional Liability Y $1 Millionl$2 Million
Property or Renters Y $766,000 - Building
Prooerty $57,500 - Contents
Vehicle Y $300,000 Liability
Section 6:Personnel and Staff Development
1. State the length of employment of the Executive Director and hislher qualifications.
Kristie Fortmann-Doser was named Executive Director of DVIP in April 2005. Previous to that
Kristie had been the acting Co-Director during the former Executive Director's sabbatical and
subsequent resignation. Kristie has worked in the domestic violence and sexual assault fields for
more than 20 years (13 in a supervisory capacity) and is a Certified Domestic Abuse Advocate
Level III (Level III is the highest certification available). Kristie is a former President ofthe Iowa
Coalition Against Sexual Abuse and co-authored statewide Ethical Standards and training materials
for domestic violence and sexual assault programs. In addition, Kristie was part of the statewide
steering committee that developed Iowa's Batterer's Education Program.
jccoghslfundingfonn.doc
13
Domestic Violence Intervention Program
S affS I' & B fi (tI th
)
2. t a anes ene Its or e entIre agency
Cbeck if Applicable
Retire- FuU- Time Equivalent
Paid Healtb ment Current Salary Range (FfEs
Position Leave Ins. Plan Per Position Last Tbis Next
Year Year Year
Executive Director X X X $39,000 to $50,000 annually I I I
Director of Finance & X X X $30,000 to $45,000 annually I I I
Human Resources
Director of Shelter & X X X $30,000 to $45,000 annually I I I
Volunteer Services
Director of Youth & X X X $30,000 to $45,000 annually I I I
Outreach Services
House Manager X X X $10 to $]6 hourly I ] ]
Shelter Coordinators X X X $9 to $15 hourly 2.6 2.6 2.6
Client Advocacy Services X X X $11 to $18 hourly 3 3 3
Coordinators
Youth Advocates X X X $9 to $15 hourly 1.5 1.65 1.65
Shelter Advocates-PT $9 to $]2 hourly 2 2 2
Work Study Positions
Shelter Advocate subs $8 to $12 hourly 1.9 1.5 1.5
ICADV Legal Assistant X X $26,000 to $30,000 annually 0 .75 I
TOTAL FTEs 16.0 16.5 16.75
3. If serving multiple counties, how many FTE's serve Johnson County (include administrative and
direct service staff)? 15.25
4. How much was spent on staff development in the last fiscal year? $1543.00
5. How much is budgeted for staff development in this fiscal year? $2000.00
6. What training and support opportunities are offered to staff?
As Certified Domestic Abuse Advocates, all staff is required to participate in continuing education.
DVIP provides a portion of that to staff through staff meetings and presentations by community
professionals. DVIP recently developed a Safety and Confidentiality Policy Handbook and
provided eight hours of training to staff. In addition, DVIP made available CPR and First Aid
training to all staff. Staff is encouraged to attend workshops and conferences, which DVIP
partially supports through our staff development fund. Finally, staff participates in a 1-2 day
working retreat annually to improve team/personal skills and strategically plan for the upcoming
year.
7. (a) What is your turnover rate (for last complete FY) for direct line staff? 1.35 FTE OR 8%
(b) Issues and concerns about turnover rate? None. Turnover related to work study turnover and
one part-time youth advocate position.
jccoghs\fundingform.doc
14
Domestic Violence Intervention Program
(c) What has your agency done to address issues and concerns? N/A
7. Please attach current organizational chart as Appendix B. See attached Appendix B
8. Comparing the last complete fiscal year to current fiscal year, what was the average % wage
increase? 5%
12.
Yes No brief explanation
Does your agency X Personnel policies are updated yearly. This year they are
have personnel receiving a comprehensive review. Updates have been
policies? occurring since January 2005, with a target completion date
]fyes, date board of January 2006.
last reviewed?
Does your board X This occurs annually in December.
annually evaluate
the director's
performance?
Does your agency X Job descriptions are also updated yearly, last completed in
have job November 2005. This year they are receiving a
descriptions for comprehensive review for consistency in language,
every position? expectation and qualifications, with a target completion date
]fyes, date oflast of March 2006.
board approval?
Is there an annual X This occurs annually in October.
performance
review for every
staff?
9.
10.
11.
jccoghs\fundingfonn.doc
]5
Domestic Violence Intervention Program
Section 7: Financial Manae:ement
A. Three Voar 1i!1!lC!~ Balance Shoot
(As of your fiscal year-end)
FY03 FY04 FY05 FY03 FY04 FY05
Current Assets Current Liabilities
Cash $155,418 $124593 $127 960 Accounts Payable $4 929 $3,617 so
Compensated
Accounts Receivable $3 787 $0 $0 absences $15,747 $14,658 $19,109
Grants Receivable $43,540 $34,560 $18,500 Accrued cavroll $10,376 $3,940 $7,540
Pledaes Receivable $900 $0 $0 Deferred revenue $0 $0 $0
Precaid Excenses $8 942 $9 853 $10000 Other $8 004 $6 004 $8 004
Total Current
Total Current Assets $212,587 $159 005 $158,450 Liabilities $39,055 $30 219 $34,553
Other Assests Other Liabilities
Mortgage Payable-
Land $85,000 $85,000 $85,000 Balance $0 $0 $0
Buildina & Imcrovements $553 794 $561 726 $561 726 Lona Tenm Liabilitv $39 960 $31 956 $23 952
Total Other
Eauicment 569.906 $45,221 $51,000 Liabilities $39,980 $31,958 $23 952
Vehicles $43,203 $31,603 $31,603 Total Uabllities $79,015 $82,175 $59,505
less accumulated decreciation I '$199345\ ($184,70 ($200.~~ Net Assets
6\ $895 129 $845 575 $827,184
Total Non-current Assets $552 559 $538,944 $529 329
Total Assets $765,145 $707 850 $685 789 liabilities & Net Assets $765 145 $707,850 $&85 789
jccoghslfundingfonn.doc
16
Domestic Violence Intervention Program
Financial Information is: [Xl entire agency
[ ] county specific
[ 1 program specific
FYD5 FYD6 FYD7 Domestic Violence Intervention
Proaram
B. Income & Expense
Income
Local Fundina Sources
increased request to match increased
Iowa City $49,688 $50,185 $57,212 sves
increased request to match increased
__Coralville $3,700 $3,815 $4,350 svcs
increased request to match increased
Johnson Countv $56,801 $58,505 $66,696 svcs
increased request to match increased
United Wav. Allocation $51 558 $53,099 $60 540 svcs
- Desianated Givina $14,801 $14,864 $14,864 anticioation of eaual deslanated
Grants-Federal, State, Foundation $362,849 $403,746 $398,500 FY06 & FY07 new ICADV grant
Contributians/F undraisinq $110,623 $85,000 $90,000 FY05 25th anniversaIV GALA event
Investment Income $507 $600 $600
Restricted Income $14,360 $14,360 $15,000 similar donations anticinated
Total Income $664,887 $684,174 $707,762
Expense
new fully funded legal advocate position,
Waoes & Salaries $402,997 $440,000 $460,000 nav increases, all include work studv
Benefits $81,028 $95,000 $100,000 increased benefit costs, new position
Occuoancv $60,627 $62,000 $65,000 normal annual exoense increases
FY05 25th anniversary Gala, security
Non-occupancy equipment, FY06 toilets, security equip,
$100,754 $85,000 $75,000 laoton, nroiector, furnaces
Restricted Exoenditures $10,786 $10,786 $11,000 similar exoendilures anticipated
Total Expenses $656,192 $692,786 $711,000
c. Fund Balance
Revenue $664,887 $684,174 $707,762
Carryover Balance from orevious vear $94,042 $91,737 $72,125
Total ODeratina Budaet $758,929 $775,911 $779,887
Less Total Exoenses $656,192 $692,786 $711,000
Endinq Fund Balance $102,737 $83,125 $68,887
Less Restricted Balance (exolain) $11,000 $11,000 $11,000 carrvover of restricted donations
Carryover Fund Balance $91,737 $72,125 $57,887 Carrvover reserves belnll depleted
jccoghslfundingfonn.doc
]7
Domestic Violence Intervention Program
D. BdIDonorlFunder Restricted Funds Deslnnated for: FY05 FY06 FY07
Crime Victim Assistance salaries & benefrts $74,044 $77,071 $71,000
Familv Violence Prevention salaries & benefits $55,409 $49,005 $50,000
Victim of Crime Act salaries & benefits $150,860 $144,506 $140,000
Child Advocacv Grant salaries & benefits $7,100 $2,000 $0
Emernencv Shelter Grant oneratina exnenses $22,500 $22,000 $22,000
Chase Manhattan Bank Youth services salarv & benefits $20,000 $20,000 $20,000
Juvenile Crime Prevention Youth services salarv & benefits $12,002 $12,620 $12,500
Washinaton County Coalition & Decat Washinclcn Countv salary & benefrts $8,354 $10,000 $10,000
FEMA Mass Shetter $5,789 $6,044 $6,000
VAWA Outreach salarv & benefits $0 $5,000 $10,000
Miscellaneous Grants various $0 $8,000 $8,000
Community Develooment Block Grant Buildina unarades $4,478 $3,500 $5,000
Batterer's Education ProQram Victim Follow un Services $2,313 $3,000 $3,000
Tarnel Youth services salarv & benefits $0 $1,000 $1,000
Restricted Donations Acenev enuinment, ete $2,600 $2,600 $3,000
Restricted Donations Direct Aid $6,080 $6,080 $6,000
Restricted Donations Youth Services $4,266 $4,260 $4,000
Restricted Donations other $1,414 $1,420 $2,000
ICADV Lenal Advccate salaN & benefils, ecuip $0 $40,000 $40,000
Total Restricted Funds $377,209 $418,106 $413,500
E, In Kind Suooort: Deserlotlon
ServicesNolunteers Direct Svc, Clerical, Maintenance hours $50,000 $50,000 $50,000
Material Goods food, Household, Clothina, Misc. $25,000 $30,000 $35,000
Soace, Utilities, etc Storace, Ulil~ie., Office, & mlc soace $3,000 $3,000 $3,000
Other: (Please footnote)
Totalln-kind Support $78,000 $83,000 $88,000
F, Gnants DescriptlonlPuroose
Crime Victim Assistance salaries & benefits $74,044 $77,071 $71,000
Familv Violence Prevention salaries & benefits $55,409 $49,005 $50,000
Victim of Crime Act salaries & benefits $150,860 $144,506 $140,000
Child Advocacv Grant salaries & benefits $7,100 $2,000 $0
Emeraencv Shelter Grant ooeratina exnenses $22,500 $22,000 $22,000
jccoghslfundingform.doc
18
Domestic Violence Intervention Program
Chase Manhattan Bank Youth services salanJ & benefits $20,000 $20,000 $20,000
Juvenile Crime Prevention Youth services salarv & benefits $12,002 $12,620 $12,500
Washinalon Countv Coalition & Decal Washinnton Countv salalV & benefils $8,354 $10,000 $10,000
FEMA Mass Shelter $5,789 $6,044 $6,000
VAWA Outreach salarv & benefits $0 $5,000 $10,000
Miscellaneous Grants various $0 $8,000 $8,000
Community Develonment Block Grant Buildinn unnrades $4,478 $3,500 $5,000
Batterer's Education proaram Victim Follow UD Services $2,313 $3,000 $3,000
Taroel Youth services salarY & benefits $0 $1,000 $1,000
ICADV Leaal Advocate sala~ & benefits, eauio $0 $40,000 $40,000
Total Grants $362,849 $403,746 $398,500
jccoghs\fundingfonn.doc
19
Appendix A
Domestic Violence Intervention Program
Board of Directors
Bathke, Josey: Co-Chair
Iowa City, Attorney, U of! General Council, May 2004-2007, Management Committee
Brasile, Monica: Board Member
Iowa City, U of! Women's Studies Department, Sept. 2005-August 2008, Mission
Committee
Brown, Mary: Board Member
Iowa City, Prairie Restoration, October 2001-2007, Money Committee
Calvert, Fran: Treasurer
Iowa City, Manager, Liberty Bank, March 2003-2006, Money Committee
Cox, Lois: Board Member
Iowa City, Law Professor U of! Law School, December 2000-2006, Management
Committee
Damon-Moore, Helen: Board Member
Mt. Vernon, U of! College of Medicine, July 2004-2007, Mission Committee
DeMaris, Shari: Co-Chair
Iowa City, Auditor, Hills Bank & Trust, August 2004-2006, Money Committee
Grant, Robert: Board Member
Iowa City, U of! Medical School, May 2005-ApriI2008, Mission Committee
Henry, Shelly: Board Member
Iowa City, Nurse, Veteran's Administration Hospital, January 2005-December 2008,
Mission Committee
Ledman, Chris: Board Member
Iowa City, Project Manager, Pearson, September 2005-2008, Mission Committee
Moffett, Jill: Recorder
Iowa City, PhO Program U of!, April 2003-2006, Mission Committee
Tephly, Joan: Board Member
Iowa City, Retired Professor, April 2001-2007, Mission Committee
Vyrostek, Kathy: Board Member
Solon, Bank Officer, West Bank, August 2003-2007, Management Committee
S:Hum:DVIP- Board of Directors
Director of Finance & Human Resources
Sheri Gilds
Agency:
Volunteers
Interns
jccoghslfundingfonn.doc
Domestic Violence Intervention Program
Appendix B
Domestic Violence Intervention Program
ORGANIZATIONAL CHART
Board of Directors
Executive Director
Kristie Fortmann-Doser
Director of Youth & Outreach Services I
: Dee DIXon
Youth services:
E6as. PT Youth Services Coordinator
Nicole. PT Youth Services Coordinator
Outreach Services:
Aida. FT Clent AINocaq $enoices Coordinator
Angie. FT Client Advocacy SeNices Coordinator
Mary Ann. FT CKenl: Advocacy ServIces
1 Coordinator
'I Agency:
Volunteers
ilntems
I
J)olllfjl1C "IOL(~ 1~-n;IN(Il11ON Pli:OlIJi:AJ1\
"'.NinlJ ~OW'I_ I....... In........... ""-.. IIN"I W....hinntn.. r....,nIiA~
24 Hour Cns.!' l;nes: J1iY351-':043or 1-BOO-373-1043
po. BIJd170 Iowa CIty', Iowa 522+4-3170 Bu$iMSS 31S1351-1042
FaT 31&'466-4524
22
Director of Shetter & Volunteer Services
Susan Randall
Shelter Services:
I Chris, FT Shelter Manager
Marlene, FT 5he11:er Coordinator, Overnight
Sus, FT Shelter Coordinator, OWrright
Wori<~study, PT
Volunteer services:
Volunteers
Agency:
Interns
Update: 4105
Section 1: Backl!round
Agency Name: Elder Services, Inc.
Bd. Pres Name: Susan Boyd
Signature:,
Address: 2947 Sierra Court SW, Iowa City, IA 52240
Director Name: David Purdy
Signature:
Request Completed By: David Purdy
Date:
q /7>0/0')
Check Your Agency's Budget Year:
1/1-12/31 7/1-6/30..lL
10/1-9/30
Local Fundin:! SUnllllar~:
4/1/04-
3/31/05
4/1/05-
3/31/06
4/1/06-
3/31/07
%of
Total
Bud et
2.64%
Amount received from UWJC
Does not include designated
'vin or S ecial Needs Grants
46,258
48,108
49,551
FY 05 FY 06 FY 07
56,554 57,685 59,415 3.17%
20,660 21,486 22,130 1.18%
Ci of Coralville 3,450 3,562 3,704 0.20%
What were local funds used for this year: Nutrition, Respite/Companion, Chore, Assessment and
Intervention
What will next year's local funds be used for? Nutrition, Respite/Companion, Chore, Assessment
and Intervention, Case Management, Family Caregiver Connseling
Explain or justify any significant increase in funding request over last year's allocation. The number of
cases being handled by the Case Management staff has increased dramatically, without a
matchin increase of federal fundin .
Agency Mission Statement:
Elder Services, Inc. is a non profit agency that assists persons over 60 residing in Eastern Iowa to
live independently and to be productive members of the community.
Summarize your programs and services:
Elder Services, Inc. has evolved into a comprehensive resource for seniors and their family
caregivers in Johnson County. Weare the entry point into a system of care for seniors that
encompasses not only the clinical and supportive services, but also information about and referral
to the broad array of community resources that help to support seniors in their own homes.
Our services are grouped under five divisions within our agency and include:
. In-Home Support Services
Nutrition (Congregate & Meals on Wheels)
Home Assistance (Chore, Respite, Companion etc.)
Home Repair/Modification
. Geriatric Care Services
Information & Benefits Analysis
Agency Name: Elder Services. Inc.
Geriatric Assessments
Care Plan Development & Service Referral
Care Consultation
Long-term Care (Case) Management
. Case Management Facilitation for Frail Elders
Multi-County, Multi-disciplinary Case Management Facilitation for Frail Elders
Resource Enhancements for Multi-County Case Managers
Legal Case Management Specialist
Memory Loss Education Specialist
Family Caregiver Counseling Specialist
. Family Caregiver Support Services
Nation-wide referral and service linkage
Family Caregiver Counseling
. Productive Aging Services
Retired Senior Volunteer Program
Collaborative School Program
Collaborative University Program
Friendly Visiting Program
Homeland Security Program
List any accreditation and licensure your agency currently has. Explain.
Elder Services, Inc., as a direct provider of community services, does not fall under a category of
specific accreditation and/or licensure. However, key positions within the agency do require
professionals with licensing to ensure the highest quality standard in care for our aging clients.
The Elder Services, Inc. Geriatric Services and Caregiver Support Team is under the direction of
Steve Siglin, Licensed Social Worker. Our Case Management Facilitation Program for Frail Elders
is under the direction of Chris Forcucci, Registered Nurse and Certified Geriatric Care Manager.
Our Nutrition Program for elders is under the direction of Diane Flemming, Licensed Dietitian.
Our Memory Loss Education Specialist is Lavon Yeggy, Registered Nurse with Geriatric
Specialization.
Agency History (Using one page only, please sununarize the history of your agency, emphasizing
Johnson County, past and current activities and future plans. Please update annually.)
Elderly Services Agency was founded in 1980 to serve people 60 and over in Johnson County.
Its original mission was to help older people remain safely in their homes as long as possible
by coordinating, and delivering paid and volunteer services. ESA began with only 3 staff
members.
A shared housing program began in 1985. In 1986, we started a small housing repair
program with $1,000 from Iowa City. In 1988, Gaunett Foundation awarded ESA $45,000 to
start a case management program. The City, County, United Way and the Heritage Area
Agency on Aging picked up the f'mancial support for this program. In 1990, the state funded
the Retired Senior Volunteer Program.
grants\united wayIFY07 fundingform.doc 2
Agency Name: Elder Services, Inc.
In 1993, ESA sent a survey to 600 elderly to determine unmet needs related to them
remaining in their homes, In 1996, RSVP began its association with the Iowa City School
District, working with older volunteers to help students learn and improve academically.
Also in 1996, Heritage AAA provided a grant for assessment and intervention. Case
management expanded to serve other counties. In 1999, RSVP won a Federal grant to
support its efforts with the public schools. RSVP also won a Community Involvement in
Education Award from the State of Iowa that year.
In spring 2000, the Board of Directors acted to relocate the administrative and clinical staff
to a new office, opening the door for agency expansion. Also in 2000, the agency officially
changed its name to Elder Services, Inc. (ESn and adopted a new logo. Staff grew to include
a full- time rural geriatric social worker and an additional part-time Iowa City/Coralville
geriatric social worker.
In 2001, both Case Management Facilitation and Assessment and Intervention experienced
unprecedented growth. The Retired Senior Volunteer Program won a new grant to replicate
its intergenerational programs in other counties. In March of 2001, ESI added the Family
Caregiver Counseling Specialist to expand our support for family caregivers. In October
FY02, a position to provide Legal Case Management services was permanently placed with
ESI to serve Johnson, plus three other counties.
Elder Services assumed the responsibility for operation of the Johnson County Senior
Nutrition Program in 2002. A Memory Loss Education Specialist was added to work directly
with seniors and their family caregivers to help them deal with issues related to dementia and
Alzheimer's disease. The agenc)' began to electronically bill for Medicaid Waiver
reimbursement and upgraded its fund accounting capabilities to allow for unit cost billing to
grant, entitlement, insurance and private pay sources. In 2003, Elder Services partnered with
Emerson Point to provide services for an affordable assisted living facility in Iowa City. We
expanded our Caregiver counseling staff, and took our model of enhanced case management
for frail seniors into the state and national arena.
In 2004, Elder Services further expanded meal deliver)' to rural Johnson County. We took
the lead in establishing a coalition to address the protective needs of vulnerable elders. Elder
Services began the process of creating a private case management model-allowing us to
address elders' needs for more intensive care management.
In 2005, another half-time case manager was added to help address the needs of the
increasing number of frail, low-income older adults needing services. ESI increased the
number of days a meal was being served in North Liberty. Staff worked with people from
Johnson County, Iowa City, Coralville, and numerous organizations to establish a Safety
Coalition for older adults and persons with disabilities.
We also developed an extensive Strategic Plan to help guide us in the next few years. Future
plans include establishing more coalitions and partnerships to serve the increasing number of
older frail seniors while delivering services in new ways to satisfy the needs of the baby
boomers.
grantslunited waylFY07 fundingform.doc
3
Agency Name: Elder Services. Inc.
Section 2: Client Profile
Number uf l'eollle Sernct: Enter Past T\,o Ycars: FY04 FY05
]. How many Johnson County residents (Including]C & Unduplicated Count ]637 1586*
Coralville) did your a~encv serve?
2. How many Iowa City residents did your agency serve? Unduplicated Count ]209 1160*
3. How many Coralville residents did your agency serve? Unduplicated Count ]79 179
4. How many North Libertv residents did your a~encv serve? Undunlicated Count 82 81
Age (use agency's
breakdown if needed
Under 60 22
60-64 112
65-74 745
75-84 462
85+ ]97
Gender
Ethnicity (use agency's breakdown)
Female:
Male
1096
490
African-American 24
American ]ndianlNative Alaskan 10
AsianlPacific Islander 26
His anic Ori in 15
Non-Minority(White, Non- ]49]
His anic)
Unknown 20
Unknown
48
**** The items with asterisks can be explained. The Home Repair program ( targeted
towards seniors in Iowa City) funded through CDBG was out of money in December of last
year. We also lost funding for a respite grant to assist caregivers helping people witb memory
loss.
Identify what services are included in Client Profile: All services mentioned in Section 1 were
included in the Client Profile.
3. Briefly describe your service population.
The population that ESI serves falls into two categories: seniors and their caregivers.
Our senior population is very frail, 87% require assistance with one or more activities of
daily living; over 68% of them are considered low-income; approximately 20% live in rural
areas.
Our caregiver population also falls into two categories: spousal caregivers and/or adult
children caring for elderly parents. Spousal caregivers make up 45% of our caregiver clients
and are generally over the age of 65 themselves. Adult children caring for elderly parents are
generally 45 - 60 years of age and represent a wide range of income levels.
4. How do you determine eligibility for services?
In general, anyone over the age of 60 can call upon Elder Services for assistance. Eligibility
for specific subsidized services is established either by the funding source or in collaboration
with the funding source. For example, some of our primary funding sources have the
following criteria:
Older Americans Act Program Funds - Clients must be over the age of 60 and funds must be
targeted to low-income, minority, disabled, frail and rural seniors.
Medicaid Waiver and Senior Living Trust Funds are only available to seniors meeting both
income and level of care guidelines.
grants\united wayIFY07 fundingform.doc 4
Agency Name: Elder Services. Inc.
Retired Senior & Volunteer Program - Open to serve volunteers over the age of 55+ willing
to work to achieve community impact in five priority areas.
Home RepairlModification - Open to clients residing in Johnson County elderly or having a
disability
5. Are there fees for your services? Yes X No
If yes, please describe your fee structure:
Elder Services has developed a sliding fee for our subsidized Home Assistance services.
It is as foUows:
1 Member Household 2 Member Household
Gross Household Monthly Income
Gross Household Monthly Income
Client Client
Startin!! Endin!! Pav Startin!! Endinl! Pav
$0.00 $739.00 $4.00 $0.00 $995.00 $4.00
$740.00 $1.293.00 $8.00 $996.00 $1,741.00 $8.00
Over $1,294.00 $16.00 Over $1,742.00 $16.00
6. A. Do you provide services in the small communities and rural areas of Johnson County?
Senior Nutrition Congregate Meal Site, Meals on Wheels (utilizing our rural delivery van),
Assessment & Intervention, Case Management Facilitation, Family Caregiver Counseling,
Alzheimer/Memory Loss Counseling, Legal Case Management Services, Chore and respite,
RSVP and Friendly visiting.
Area(s) served: Solon and AU Rural Johnson County
B. Do you provide services to areas outside of Johnson County? Yes
Area(s) served:
x
X Medicaid Waiver
X Private Pay
X Heritage Agency
X X X Heritage Agency
X X X UI College of
Nurslng- us
Adm. on Aging
Grant
Legal Case X X X Heritage Agency
Management Aging Services
Family :x X X X X X X Heritage Agency
Caregiver
Counselin
Retired Senior X X X X National Service
& Volunteer Corps
Program Iowa Volunteer
Commission
grantslunited wayIFY07 fundingform.doc 5
Agency Name: Elder Services. Inc.
Section 3:Communitv Relations
1. How do you assess satisfaction with your services?
(a) Client: Each program at Elder Services has an ongoing mechanism for collecting
client feedback as services occur and an annual survey seeking method for more
formally evaluating the service.
For example, the congregate meals program asks daily for feedback on the quality of
food, appropriateness of menu, portion sizes, etc. This is done with feedback cards
placed on the tables each noon. A more formal evaluation of congregate nutrition
occurs with an annual survey of all participants responding to questions that will
allow us to evaluate whether the service provides the comprehensive nutrition
interventions necessary for clients at significant nutritional risk, meets the needs of
clients with special dietary restrictions, offers the variety of food types of appeal to
this population, etc.
Other programs, like the Family Caregiver Support Program, do follow-up phone
calls on everyone they serve.
(b) Community: Community satisfaction can be measured in several ways. For the case
management program, an annual survey is sent to the more than 30 participating
agencies- including hospitals, doctors, home health agencies, adult day programs,
pharmacies, etc.
The agency is also tracking referrals made to our various services. Most referrals
are from friends, neighbors, family members, or other providers who have
previously utilized our services and were happy with the results.
In a larger context, we receive feedback from various citizen review panels making
fnnding recommendations, the amonnt of money raised in our annual campaign, and
from numerous aging community groups like the Johnson County Task Force on
Aging.
2. Briefly summarize your findings: Elder Services enjoys high consumer satisfaction with our
services. Our strength has been noted as our responsiveness to individual circumstances
and situations. We also are able to put services in place rapidly for clients in crisis to
ensure short-term stabilization and then move toward fmding the long-term service and
revenue sources that will keep seniors at home. Family caregiver feedback has been very
positive.
3. What changes have been made in response to these findings? From our Case Management
survey, we learned that people really appreciate having someone to listen to them. We have
increased the number of referrals to the Friendly Visitor Program. People also indicated
they wanted to keep informed of our services, changes, etc. so we started a quarterly
newsletter that is sent to all clients and community participants.
From our chore and respite program, we discovered that customers wanted more small
repairs performed, so we increased the hours of the staff person able to do them.
4. Who are your referral sources to your agency? Please list the main sources and estimate the
percentage of clients that are referred by each source.
granls\uniled wayIFY07 fundingform.doc
6
Agency Name: Elder Services. Inc.
Source of Referral % of clients referred
Other Human Service Agencies 350/0
F amilyfNeighbors/Friends 30%
Department of Human Services 20%
Hospital Discharge PlannerslPhysicians 100/0
Other (Churches; Police; etc.) 50/0
5. What other agencies/organizations in Johnson County provide similar services to the same
clientele as your agency?
Several organizations in Johnson County, who are members of our multi-disciplinary case
management team, provide case management services for elders that may already be
their clients. Some of these organizations include: Visiting Nurse Association; Iowa City
Hospice; Mercy Home Healthcare, and Pathways. Other companies, like Home Instead,
provide chore and respite services similar to what Elder Services offers
6. Describe what distinguishes your agency and/or its services from other agencies that provide
similar services in Johnson County.
Elder Services, Inc offers a full continuum of care from people wanting to volunteer to
people needing information to those needing Case Management services to people
experiencing advanced memory loss. Our staff is professionally trained to deal with the
complexities of reaching, reassuring, and working with all of these populations. ESI is the
access point for managing care under the Medicaid Elderly Waiver in Johnson County.
Our clinical staff is trained to provide a comprehensive geriatric assessment which
establishes the level of care requirements for an individual. We are generally considered
the fIrst place to call if you are a senior or caregiver, and we consider it our responsibility
to help guide the client into a full system of care, rather than meet only the presenting
need
7. Outside of referrals, list up to 3 primary collaborations. Briefly describe the nature of each
collaboration.
Collaborations Briefly describe
I. Johnson County Safety Coalition I. ESI helped organize and facilitate a group of
local providers ( agencies, fire, police,
ambulance, emergency management, senior
housing, United Wa)', etc.) that created a
Emergency Preparedness Manual for seniors
and persons with disabilities and is creating an
ongoing speakers bureau
2. Johnson County Consortium on Successful 2. ESI worked with other agencies, cities,
Aging Johnson County, United Way, College of
Public Health, and older adults to create a
market analysis of how elder friendly Johnson
County is and is starting to work on
recommendations to make it even more elder
friendly
grants\united way\FY07 fundingfonn.doc
7
Agency N arne: Elder Services. Inc.
3. . Case Management Facilitationfor Frail
Elders
. 3. The model of case management
utilized in Johnson County is a unique
multi-disciplinary collaboration. Over
thirty health and human service
providers (non-profit and for-profit)
participate in twice monthly staffing
sessions to provide peer review of case
plans. The team also functions in the
disbursement of Senior Living Trust
and Alzbeimer's Grant funds for
Johnson County. Specialists in Legal
Issues, Dementia Issues, and Caregiver
Issues are available to work with
professional case workers throughout
Johnson County who are participating
in the Case Management Program for
Frail Elders.
grants\united way\FY07 fundingfonn.doc
8
Agency Name: Elder Services. Inc.
Section 4: Strateeic Planninl!: and Al!:encv Effectiveness
I. Describe up to 3 challenges/opportunities your agency is currently facing and how your agency
is addressing them. (e.g., general trends, staffing, finances, service delivery)
Challenges/Opportunities Strategies
I. Decrease in funding from federal and state 1. Build upon local funding sources, establish
programs for services to the elderly partnerships to seek grants, increase
fundraising efforts, etc.
2. Recruiting and retaining qualified 2. Along with regular advertisements for
paraprofessional staff for our Home Assistance workers, ESI is utilizing our various networks
Program and to assist our professional Social - both consumers and professionals - to
Work staff. identify potential candidates for these
positions.
We are initiating special training for these staff
to professionalize their activities. For example,
we require training in HIP AA procedure and
requirements; working with dementia clients;
emergency response procedures, etc.
3. Preparing the agency for the movement 3. We have incorporated Consumer Directed
toward Consumer Directed Care. Attendant Care into our Medicaid Waiver
system and continue to develop our capacity to
respond in this manner.
All programs have reviewed their procedures
to ensure they have allowed maximum
consumer participation
2. In what way will the needs of your service population change over the next five years?
The population of seniors in Johnson County is projected to grow at twice the rate of other
populations through the year 2020. The greatest growth will be among the population of
85+ seniors. Among those, it is estimated that over 50% will need some type of personal
assistance with activities of daily living.
Because our service population is older and frailer, their needs are for more
comprehensive services. For example, a client who enters case management must meet a
level of care criteria which would qualify them for nursing home care. In meeting this
individual's needs while maintaining them in their homes, we must be able to provide a
bundled package of nutrition, personal assistance, home repair/modification, chore, and
other services. We must ("md better ways to seamlessly integrate health care and human
services to ensure that the senior can be sustained.
In addition, the need to provide greater family caregiver support services will grow
rapidly. And, because family caregivers continue to provide 80% of the care for persons
over the age of 65 in this country, there is no better investment than to ("md ways to assist
family caregivers to carry on. If we can extend the time a low-income senior is sustained at
grants\united wayIFY07 fundingform.doc
9
Agency Name: Elder Services. Inc.
home with the help of a family caregiver by even one month, we can potentially save the
state $3,500 in revenue that would have been used to pay for nursing home care.
3. How do you plan to address these changes?
In preparation for the changes in the aging population, ESI is taking steps in the following
areas:
We are aggressively seeking new revenue streams to allow us to continue to expand the
services available to seniors and their caregivers. These revenues include grants,
contracts, entrepreneurial activities, and cost-recovery fees (when client income allows).
ESI is working hard to build in quality control and to enhance our interventions based on
identified "Best Practices" in the aging network.
The Board and staff of ESI are committed to increasing opportunities for consumer choice
and self-determination whenever possible and appropriate. This value is now formally
stated by our Board in our agency Values Statement.
4. Identify your desired client outcomes (what do you hope to achieve for your clients as the result
of your services?).
Our primary desired performance outcome is to maintain a senior safely in their own
home, once they begin to have a decline in their abilities to perform activities of daily
living.
For Family Caregivers, our desired outcome is to assist them to continue in their role as
the primary caregiver for a frail elder and to extend the time that they can manage this
role/situation, delaying institutionalization of the senior.
We have also identified outcome measures for the impact of senior volunteers in their
placements within the community.
5. Describe the evaluation methods you use to measure client outcomes and/or the success of your
services?
A number of our key programs at ESI have developed and continue to refine outcome
measures that allow us to track the effectiveness of our interventions. Some of the primary
outcomes we are tracking include:
. Case Management Outcomes - Database tracking of all case management clients for care
indicators and length of client maintenance in non-institutionalized care. We are beginning
to track nursing home placement diversions.
. Family Caregiver Support Service Outcomes - Caregiver Support and Satisfaction Telephone
Survey. This annual telephone survey contacts each of the family caregivers who have
received services to determine their rankings of quality and effectiveness of caregiver
services, impact of the interventions, and other satisfaction with other support services
received.
. Retired Senior Volunteer Program Outcomes (for our school collaboration programs)-Survey
of involved teachers, survey of RSVP volunteers, value of services to school system.
. Nutrition Program Outcomes - Nutritional risk assessment of clients entering the Meals on
Wheels and case management program; identification of clients at serious risk of
malnutrition; and individualized comprehensive nutrition interventions for clients identified
at serious risk.
6. What client outcomes have you achieved?
Case Management Outcomes -In FY05, the average length of time that we sustained a
client in their own homes after entering the case management program was 25.5 months.
grants\united wayIFY07 fundingform.doc 10
Agency Name: Elder Services. Inc.
The value ofthis outcome to the state (assuming state payment of nursing home costs) was
$85,860 average per client.
Family Caregiver Support Service Outcomes - In our telephone survey, 89% of caregivers
served by our program felt that the services that they had received had enabled them to
continue in their role of primary caregiver for a frail senior for a longer time than would
have been possible without this intervention.
Retired Senior Volunteer Program Outcomes - Over 90% of classroom teachers involved
indicated the program positively impacted their student's enjoyment of reading and
thereby increased the student's potential for academic success. Volunteers contributed
4,700 hours of reading support to at-risk students. The value ofthis outcome to the school
system is $47,000.
7. How do you plan to use the evaluation results to enhance/extend your services?
ESI continues to develop and refine its outcome data. As we progress with our agency
data system, we become better able to measure meaningful outcomes for all of our services.
Outcome data is shared regularly with Board and the ESI management team. We will use
the impact of our services to help guide our plans to grow (through grant writing and/or
fund raising, etc.) certain programs/interventions within the agency.
8.How do your programs/services impact the community?
Our Case Management Program for Frail Elderly provides the access point for Medicaid
Elderly Waiver services. The value ofthose services in Johnson County in FY05 was
approximately $1.6 million.
We have developed a model multi-disciplinary team approach to case management which
has proven to be both effective for the client and expandable as case loads shift. In fact, we
have one of the few case management programs for elders in the state ofIowa that does
not have a waiting list.
In addition to Medicaid Waiver dollars, the Elder Services Case Management program
directs approximately $30,000 in service funds through the Senior Living Trust Purchase
of Service Program.
Johnson County's Retired Senior & Volunteer Program is considered a national model of
intergenerational service. Our partnership with the schools has led to the development of
three programs to assist students - Rock n Read; Speak Out; Partuers in Reading. Each of
these volunteer opportunities works to improve the skills of students at the same time that
it blends generations for the common community good.
The Caregiver Counseling Program serves both older caregivers and children of older
adults. The assistance of the Caregiver Counselor reduces the likelihood the older adult
caregiver entering into a nursing home. It also reduces the likelihood of employees who are
caregivers being absent from work.
9.How did the agency respond to the UW1C recommendations from your last review?
The Board of Directors and staff of Elder Services, Inc. were very appreciative of the
supportive comments we received last year from the UWJC. It was encouraging to have
our work recognized and noted. We continue to strive to seek out new models of service
for elders and plan for changes occurring in our industry.
Elder Services had a small operating reserve last year that we did not clearly identify. We
are slowly increasing the amount of that reserve, but it will take some time. Weare
planning to increase fundraising efforts in the future to build the account.
grantslunited waylFY07 fundingform.doc
11
Agency Name: Elder Services. Inc.
We have almost doubled the number of minorities served in the last. We hired a bilingual
staff person that greatly assists with translation for Spanish speaking older adults and
family members. ESI also hosted a Cultural Diversity Conference for participants of local
case management teams.
We continue to strive to serve people in the rural areas. We have increased the number of
people served by our rural home delivered meal delivery truck. We are also working with
rural schools to expand the RSVP Rock and Read Program.
Section 5: Board Governance
I. Please provide a board roster with names, town, occupation, tenn and end date, officers and
committee assignments. See Attachment Appendix A
2. How often does your board meet? The ESI Board of Directors meets 10 times per year.
3. What is your average attendance at board meetings?
There is an average of 12 attendees per meeting.
4. How is the board involved in strategic planning, fund development, and governance of the
agency?
The Elder Services, Inc. Board of Directors is a primary asset to the organization and
continues to playa key role in determining the agency's future. They have demonstrated
their understanding of their role in governance of the agency and their commitment to
fulfilling that role as ESI has evolved over the past five years.
The Board regularly reviews and discusses our resource needs to carry out our mission
and how we can enhance our capability to serve elders. The Fund Development
Committee of the Board has been strengthened over the past year and plans for our
annual fund raising event, "Coming of Age", each spring. This next year will bring more
opportunities as Elder Services celebrates its 25th Anniversary.
Throughout the year, we schedule all of our key management staff to report directly to
the Board on opportunities, problems, shifting or special needs of clients, etc. for each of
the agency's programs. This information is crucial to the Board in setting the broad
agenda of the agency and staying in touch with the changing service environment of ESI.
Key Board members have played a crucial role this past year in opening doors for some of
our most important collaborative relationships. In particular, our relationships with
several departments within the University of Iowa have expanded. The Board has been
invaluable in working to introduce us to potential new donors, as well.
The ESI Board of Directors is actively engaged in all aspects of planning for future needs
of the senior and family caregiver population of Johnson County. The Long-Range
Planning Committee spent several months updating the agency's strategic plan.
The Board engaged Jude West and Jill Smith from the Non-Profit Resource Center to
help us develop a strategic plan that will be actively utilized.
The Board of Directors, in particular the Executive Committee, provides an important
sounding board for the Executive Director of the agency. They are aware and respectful
of appropriate roles for Board, staff leadership and staff. There is a high level of trust
and respect and a true sense of "teamwork" on behalf of the agency.
grants\united wayIFY07 fundingform.doc
12
Agency Name: Elder Services. Inc.
5. What type of training/orientation do board members receive?
An annual orientation for new (and returning) Board members is scheduled within 30
days following the annual meeting where new members are elected. Each Board member
receives a notebook of written materials including our agency by-laws, policies, annual
budget, and list of programs and staff. In addition, we include a list of basic
responsibilities for non-profit Boards, an agency history, a Board roster, and a roster of
agency funding sources.
A Board Edncation Committee is part of the Board committee structure, and it is their
responsibility to ensure the ongoing education and involvement of Board members.
There is a great deal of information shared with the Board at each meeting, including a
complete review of agency fmancial and operational status.
6. Does your agency have written policies and procedures for financial management? Yes
If yes, date oflast board approval?
June 2001- however it is our goal to have them updated by 1/1/06
7. Have you filed the bi-annual report with the Secretary of State? Yes If yes, date filed? 1/19/05
8. Have you filed the IRS form 990 for the most recent year? Yes If yes, date filed? 5/3/05
If no to questions 6, 7, or 8, give explanation.
9. Does your agency have a yearly audit? Yes--X-. No
If yes, who completed the audit? Clifton Gunderson, LLP
How much did the audit cost? $11,030
Ifmaterial weaknesses are noted in the audit, what is your plan for addressing them? N/A
If you do not have an audit, what is in place to assure accountability in the agency's financial
management? (Give specifics of financial practices/financial review procedures)
10. Insurance Coverage: (check what coverage your agency has)
Insurance Check if agency has Amount
Directors & Officers
a. fiduciary liability X I $1,000,000
b. employment practice liability X $1,000,000
General Liability X $1,000,000
Umbrella Liability
Professional Liability X $1,000,000
Property or Renters X $65,000
Vehicle X $1,000,000
grantslunited wayIFY07 fundingform.doc
13
Agency Name: Elder Services, Inc.
Section 6:Personnel and Staff Development
I. State the length of employment of the Executive Director and his/her qualifications.
David Purdy commenced serving as Executive Director in August 2004. David has been
with ESI since 1990. He has an excellent working relationship with many key partners in
the community including: funding agencies, agencies serving the needs ofthe elderly,
University ofIowa Departments and the community's elderly.
David is very knowledgeable about policy development at the local, state and national
levels and serves as the Co-Chair of the Iowa Coalition of Horne and Community Based
Services for Seniors.
2. Staff Salaries & Benefits (for the entire agency)
Check if Applicable
Retire- Full-Time Equivalent
(FTEs
Paid Health ment Cnrrent Salary Range Last This Next
Position Leave Ins. Plan Per Position Year Year Year
Executive Director X X X $60,000 - $65,000 I I I
Fiscal Officer X X X $35,000 - $40,000 I 1 1
Division Directors X X X $26,000 - $45,000 4.5 5 5
Clinical Staff: Social X X X $20,000 - $40,000 3 3.5 4
Workers & RN's
Program Coordinators X X X $25,000 - $35,000 4.75 4 4
Clerical Staff X X X $10,000 - $26,000 2 3.5 3.5
NutritionlKitchen Staff X X X i $10,000 - $25,000 9 9.5 10
Chore/Respite Workers X X X $12,000 - $25,000 4.25 4.5 5
Operations Manager X X X $25,000 - $35,000 I 0 0
TOTAL FTEs 30.5 32.0 33.5
3. If serving multiple counties, how many FTE's serve Johnson County (include administrative
and direct service stam? 32.0
4. How much was spent on staff development in the last fiscal year?
$2,000 (not including in-house training, which is not charged on the Expense Statement)
5. How much is budgeted for staff development in this fiscal year? $6,000 (not including in-
house training, which is not charged on the Expense Statement)
grants\united way\FY07 fundiogfonn.doc
14
Agency Name: Elder Services, Inc.
6. What training and support opportunities are offered to staff?
ESI encourages attendance at one national conference for its Executive Director and
Division Directors. These may vary based on the position (i.e. National Family
Caregivers, National Conf. of Geriatric Care American Soc on AginglNCOA
Conference, Etc. New information is then shared at the next scheduled agency staff
meeting.
All Case Managers are required to complete a regional quarterly training at Kirkwood
Community College. Various professional working at the agency will participate in
continuing professional education at the local or state levels, as appropriate.
All of our In-Home Support staff are required to attend an annual training covering
emergency responses, HIP AA, agency policies and procedures and how to work with an
aging population. This training is produced in-house and there is no direct charge for
the training.
Of course, all training opportunities are contingent on the budget. The Board and
Executive Director of Elder Services are committed to making training and education
available to the staff. We encourage exposure to new ways of providing care and
services and we constantly challenge our staff to pull new ideas into our agency from
their educational experiences.
7. (a) What is your turnover rate (for last complete FY) for direct line staff? N/A
(b) Issues and concerns about turnover rate? None
(c) What has your agency done to address issues and concerns? NI A
7. Please attach current organizational chart as Appendix B. See Attachment Appendix A
8. Comparing the last complete fiscal year to current fiscal year, what was the average % wage
increase? 3.0%
12.
Yes No brief eXDlanation
Does your agency have personnel X We review our personnel policies annually.
policies?
If yes, date board last reviewed? 9/27/05
Does your board annually evaluate X
the director's performance?
Does your agency have job X
descriptions for every position?
If yes, date oflast board approval? N/A
Is there an annual performance X
review for every staff?
9.
10.
II.
grants\united wayIFY07 fundingform.doc
15
Agency Name: Elder Services. Inc.
Section 7: Financial Manal!ement
A. Three Year Historical Balance Sheet
(As of your fiscal year-end)
FY03 FY04 FY05 FY03 FY04 FY05
Current Assets Current Liabilities
Cash 1,200 68,500 (1,832) Accounts Payable 82.220 10,013 62,534
Investments 53,620 53,855 94.876 Payroll Taxes Payable 10,242 8,593 6.518
Receivables < 90 days 110,407 85,842 94,617 Contracts Payable 0 0 0
Other 17,425 0 51.160 Mortgage Payable-6 months 0 0 0
Total Current Assets 182,652 208.197 238.821 Total Current Uabillties 92,462 18,606 69,052
Other Assets Other Liabilities
Property 0 0 0 Mortgage Payable-Balance 0 0 0
Equipment 116,473 148,675 144,231 Other 0 20,192 17,907
less depreciation (46,951) (55,404) (68,608) Total Other Liabilities 0 20,192 17,907
Receivables> 90 days 43,385 15,118 7372 Total Liabilities 92,462 38,798 86,959
Other 0 0 0 Equity (Net Worth) 203,097 271,439 234,957
Total Non-current Assets 112,907 102,041 83,095
Total Assets 295,559 310,238 321,916 liabilities + Equity 295,559 310,238 321,916
grants\united way\FY07 fundingform.doc
16
Agency N arne: Elder Services. Inc.
Financial Information is: [X] entire agency
[ ] county specific
[ ] program specific
,
I 7/1/04 - 7/1/05- 7/1/06-
6/30/05 6/30/06 6/30/07
B. Income & Expense I
Income
,
1 i
Local Funding Sources I
Coralville 3.450 3,562 3.669
Iowa City 56,554 57,685 59.416
Johnson County 20,660 21.486 22,131
United Way 48,746 48,108 49,551
8,955 11,196 11.532
Grants-Federal, State, Foundation 802,597 881.909 908,366
Net Sales of Service 104,026 140,600 i 144,818
Net Sales of Materials 278,206 307,350 316.571
Contributions/Fundraising 315,273 39,750 40.943
Investment Income 1,385 1.000 1,030
Other 725 0 0
Totallnearne 1,640,577 1.512,646 1,558,025
Expense
Wages & Salaries 831,653 902.963 930,052
Benefits 154,440 178,941 164,309
Administrative 62,667 53,084 54.677
,
Occupancy 41,947 42.950 44.239
Other 296,153 322.632 332,311
Total Expense 1,396,860 1.500,570 1,545,587
C. Fund Balance
Revenue 1,640,577 1.512,646 1.558,025
Carryover Balance from previous year 64.471 43,965 56,041
Total Operatin9 Budget 1,705,048 1.556.611 1,614,066
Less Total Expenditures 1,386,860 1,500,570 I 1,545,587
Ending Fund Balance 318,188 56,041 68,479
Less Restricted Balance (274,223)
Carryover Fund Balance 43,965 56.041 68,479
grants\united wayIFY07 fundingform.doc
17
Agency Name: Elder Services. Inc.
Bd/Donor/Funder Restricted Funds Designated for: 7/1/04- 7/1/05- 7/1/06-
6/30/05 6/30106 6/30/07
Eleanor Hughes Estate Senior Dining 274.223
Total Restricted Funds 274,223
In-Kind Support:
ServicesNolunteers FY05: 10.949 hours@ $13.00/hour 142,337 143,000 145,000
Material Goods 2002 Dodge Ram 2500 20,000 18,000 16,000
Space, Utilities, ete 6,400 Sq Ft@ $13.00 (includes donated space at 54,144 83,200 86,400
Senior Center and meal sites)
Other: (Please footnote)
Total In-kind Support 216,481 244,200 247,400
Grants Description/Purpose
Corporation for National Service RSVP 86,157 86,871 89,447
Iowa Department of Elder Affairs RSVP 28,992 28,992 29,862
Faith in Action - Robert Wood Johnson Iowa County volunteer recruitingltraining 10,000 0 0
Ecumenical Towers HUD Grant for Service Coordinator 47,629 44,551 45,888
Assessment & Intervention, Case
The Her~age Agency ManagemenVFacilitation, Family Caregiver, 563,334 602,341 620,411
Nutrition, Memory Loss Specialist, RSVP
Pilot Club of Iowa City Memory Loss Specialist 4,000 0 0
Iowa Veterans IdentifICation Project 16,500 14,500 0
Total Grants 756,612 777,255 765,638
grantslunited waylFY07 fundingform.doc
18
Appendix A
Elder Services, Inc.
Board of Directors- 2005
President: Susan Boyd
Iowa City, Writer/Editor, 1998-2006, Committees: Executive, Development, Benefit and
Marketing
Vice President: Lynne Cannon
Iowa City, Chemistry Professor, 1999-2008, Committees: Executive, Strategic Planning,
Benefit and By-Laws Revision
Secretary: Don Saxton
Oxford, West High School teacher (retired, substituting), 2001-2007, Committees: Executive,
Strategic Planning, Finance, By-Laws Revision and Nutrition program and client visits
Treasurer: Gary Levitz
Iowa City, Investor, 2004-2007, Committees: Executive and Finance
Kay Brown
Iowa City, News and Public Relations, 2002-2008, Committees: Benefit, Marketing, Nutrition
program and client visits, Case Management & Special Programs program and client visits,
Caregiver Support & RSVP Program and client visits, 25th Anniversary
Tom Deprenger
Iowa City, U of! Foundation, 2002-2008, Committees: Development
Keith Guillory
Iowa City, Retired College of Pharmacy faculty member, 2001-2007, Committees: Strategic
Planning, Personnel and Nominating
Mark Martin
Iowa City, S1. Andrew Presbyterian Church minister, 2003-2006, Committees: Personnel,
Marketing, Caregiver Support & RSVP program and client visits, 25th Anniversary
Glenys Williams
Coralville, Physician, 2003-2006, Committees: Strategic Planning and Nominating
David Bright
Coralville, Lawyer, Meardon, Sueppel & Downer, 2005-2008, Committees: Personnel and By-
Laws Revision
Ron Mirr
Iowa City, Professional Grant Writer, 2005-2008, Committees: Development
Ann Neville
Tipton, 2005-2008, Committees: Outreach and Geriatric Care program and client visits
Andrea Rhoades
Iowa City, Iowa City Press Citizen, 2005-2008, Committees: Benefit, Marketing and 25th
Anniversary
Joyce Carman (non-voting)
Iowa City, Retired Junior High teacher, 1997-2006, Committees: Executive and Benefit
S:Hum:Elder Services- Board of Directors
i~
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, Elder Services, Inc.
,
Board of Directors
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Appendix B As of: 10/2004
FY06 Human Service Agen") Request for Funding
Cih of Corah i1le. Cil\ of Im,a City. Johnson Count,. lIuiled Way of .Iohuson Count,
Section 1: Backl!round
Agency Name:
Four Oaks
Director Name: KelIi Malone
Phone: 319337-4523
s_~i-. 4
Signature'
Date: 9/14/05
Address: 1916 Waterfront Dr.
Bd. Pres Name: Mark Danielson
Request Completed By: KelIi Malone; Don Boddicker
Check Your Agency's Budget Year:
1/1-12/31 7/1-6/30_X_
Local Funding Summary:
4/1/04-
3/31/05
10/1-9/30 - --
4/1/05- 4/1/06- %of
3/31/06 3/31/07 Total
Bud et
$24,212 $24,940 1.25%
FY06 FY07
0 $1,000 .05%
$66,615 $68,615 3.44%
$1,000 $1,030 .05%
Amount received from UWJC
Does not include designated
"vin or S ecial Needs Grants
$21,564
!
FY05
o
$65,594
$920
What were local funds used for this year: Local funds were used to serve additional Johnson
County youth in PAL; to serve additional Johnson County youth in the Structured
Community Treatment Program; provide family services not covered by revenue;
support for Johnson County girls admitted to the Residential Center; and to provide
emergency shelter and supervision for local youth.
What will next year's local funds be used for? Funds will be used for similar purposes next year.
Ex lain or . ustiIY an si ificant increase in fundin re nest.
Agency Mission Statement: Four Oaks provides family-based services that help children grow into
competent, caring and responsible adults and encourages development of community attitudes and
support systems to assure their success.
To support our mission, Four Oaks provides short-term emergency shelter; long-term residential
care for young women; structured community treatment; 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, and family
support services.
Agency Name: Four Oaks
Summarize your programs and services:
Youth Emergency Shelter: Provides emergency and short-term residential care, counseling, and
supervision to runaway and homeless children; to victims of abuse, neglect, or exploitation; and
children who have been removed from their homes because of emotional, behavioral, or family problems.
Pursuing Adventures in Learning (PAL): Provides after school and summer programming for
preadolescents and middle school children (ages 6-15) who are behaviorally disordered and not able to
attend regular day care or summer programs.
Structured Community Treatment (SCT): Provides tracking and treatment services for youth
involved with the Juvenile Court. Structured daily activities include leaming the "Thinking Errors"
linked to delinquent behavior and being accountable for behaviors. The treatment component of the
program is the evidence-based Functional Family Therapy model.
Family Services: Provides in-home counseling, therapy, and skill development, intensive assessment and
therapy, special needs adoption, foster care, supervised visits, and diagnosis/evaluation services to
children and families at-risk for child removal, for reintegration from out-of-home placement, or for
assistance to alternative placements.
Residential Treatment Center (RTC): Is a group foster home providing long-term residential treatment
and therapeutic services to young women (ages 13-17) who are emotionally challenged and behaviorally
disordered as a result of physical or sexual abuse, neglect, or other family problems (domestic violence,
criminal behavior, substance abuse, lack of parental supervision/involvement, mental health issues).
Cornerstone is a Family Development Self-Sufficiency program (FaDSS) designed to partner w'
high-risk welfare recipients in working towards economic self-sufficiency and family stabilL.
Cornerstone provides intensive and comprehensive Family Support services through outreach to families
who may face multiple psycho-social and resource barriers. Family Development Specialists partner with
families in building on and strengthening the family's resources and the farnily competencies needed to
reach the goal of self-sufficiency.
List any accreditation and lie.ensure your agency currently has. Explain.
Iowa Department of Inspection and Appeals
This state licensing body conducts annual reviews. The purpose of this licensing review is to ensure
compliance with state regulations regarding staff qualifications, personnel files, supervision, client
records and facility structure and maintenance
Residential services, foster care, adoption and independent living services are reviewed. The last review
for residential services was concluded in 2005, and we have full licensing status. Child placing services
were last reviewed in 2005, and we have licensing status.
Council on Accreditation for Families and Children
Founded by the Child Welfare League of America, this national organization accredits private and public
agencies that serve children and families. The purpose of this accreditation is to evaluate the agencip.
practices and procedures against national best practice standards in the following areas: staff training,
supervision, personnel records, client records, service delivery, behavior management, risk management,
cultural competency and business practices (including fiscal management and board governance).
jccoghslfundingform.doc 2
Agency Name: Four Oaks
All Four Oaks programs and services are COA accredited. The first accreditation review was conducted
in July 1998, resulting in full accreditation status. Re-accreditation was conducted in August 2002, with
full accreditation awarded. Reviews are on-site, 6 days in length, and are conducted by 4 to 6 national
peer reviewers. Reviews are scheduled every 3 years with the next review in 2005. COA reviews
standards for service delivery, Board of Directors, administrative organization, supervisory practices and
qualifications, staff training, financial practices and policies, infrastructure organization and policies,
quality improvement and policies.
Rehabilitative Treatment and Support Services (RTSS)
This is a state regulatory body certifies the following services every 3 years: residential services, family-
centered services, foster care, adoption and day treatment. On-going reviews/audits are conducted
throughout the year. The last certification process occurred in spring of 2005 with no corrective action
plans cited. Four Oaks has full certification status.
The purpose of these reviews is to ensure compliance with RTSS regulations regarding staff
qualifications, trailing, client records, documentation practices and personnel files.
Bureau of Purchased Services-Division of Fiscal Management (POS)
This is a state governing body that conducts annual contract reviews. Services covered under this
contract include independent living, adoption, and shelter services. The purpose of this audit is to review
service delivery, monitor client files, review staff qualifications, inspect facilities, and review agency
policies and procedures. Contract renewal occurred in July 2005, with the full contract awarded. The
next review will occur in July 2007.
Magellan Behavioral Health- MBC of Iowa
This private organization contracts with the State of Iowa to monitor outpatient mental health services.
The purpose of the review is to monitor the appropriateness of clilical services, to ensure service
delivery, and to assure documentation is consistent with standards set by H.C.F.A., Iowa Department of
Human Services, Iowa Department of Public Health and with the MBC of Iowa contract. Audits are
conducted annually. The last audit was conducted in 3/02 with continued service delivery status.
jccoghslfundingform.doc
3
Agency Name: Four Oaks
Agency History
The primary purpose of Four Oaks is the same today as it was 33 years ago: to assist children and families when tl
encounter problems they are unable to solve alone. Most of the families referred to Four Oaks are at high risk for
one or more children being removed from the home (or running from home). Other children referred are already in out-
of-home placements (residential treatment, foster care, shelter) and along with their families, need help coming back
together. Our goal is to help provide a healthier and safer commnnity by providing children and families with a
continuum of services throngh local partnerships.
In December of 1972, the Youth Emergency Shelter opened its doors to six youth needing emergency housing. It was
the foresight and vision of the Johnson County League of Women Voters that helped establish the Youth Emergency
Shelter in December 1972. The impetus behind the development of the Youth Shelter was concern that too many
Johnson County delinquents were housed in the city jail and that homeless youth had only adult shelter alternatives. In
1976, the agency changed its name to Youth Homes, Inc., and began providing additional services care as well as the
emergency shelter services.
In December 1993, the 1916 Waterfront Drive property was purchased to meet growing community needs, to
consolidate several programs to one location, and to improve program facilities.
In 1995, national and state trends pushed the (Youth Homes, Inc.) board and staff to prepare for success in a managed
care environment. This meant establishing a partnership with another agency to share financial risk and create
infrastructure efficiencies. After exploring a variety of partnerships, the board decided to merge with the Cedar Rapids
based, Four Oaks. Youth Homes, Inc. and Four Oaks legally merged on 1-1-97, creating a new agency Four Oaks Inc.
ofIowa.
With the merger, Four Oaks increased the types of services offered by adding special needs adoption, family foster
care, family preservation, and FaDSS programming. On May 31, 2002, Four Oaks celebrated 30 years of provid
services to children and families in Johnson County. Approximately 200 donors, staff, collaborators, families, youth,
United Way agencies and staff, and members oflocal government came to celebrate Four Oaks 30 year commitment to
this community. Today we serve over 500 children and families annually in the following programs: Shelter, Courtlinn
Residential Treatment Center, PAL Day Program, Structured Community Treatment, FaDSS and Family Services.
Every year we face different challenges in a changing state system and with decreased funding. Last fall our
Independent Living program closed as many have across the state. The state reduced bed capacity of the Youth
Emergency Shelter from 14 to 10 youth in order to manage state shelter funding. PAL state rates (day care certificates)
continue at the decreased amount (decreased from $29.93 to $28.04/half day in FY2000) when the children we serve
have increasingly more difficult behaviors.
However, along with challenges corne opportunities. The PAL Program moved its physical location to a City ofIowa
City property, will save money, and serve more youth. The Courtlinn Residential Treatment Program is experiencing a
stronger referral base and continues to successfully serve teenage girls and their families. Four Oaks was asked by
Juvenile Court to assume operations for the SCT program when another agency was unable to fulfill their contract.
The program went up for bid for the new fiscal year, and Four Oaks was awarded contracts for both the SCT and
Tracking components. In addition, the SCT program has incorporated Functional Family Therapy, an evidenced-based
model with proven outcomes.
Challenges and opportunities ebb and flow at Four Oaks as in any environment, so we stay true to our primary focus:
serving children and families. We continue our dedication to achievement of excellence, strength-based leadership, a
supportive work environment, and community partnership. Four Oaks Board and staff are appreciative of the
community funding that supports our mission and goals.
jccoghslfundingform.doc
4
Agency Name: Four Oaks
Section 2: Client Profile
Nllmhl'r of People St..'rH.'d: Enter P~l,St Two Years:
2004
177
2005
319*
1. How many Johnson County residents (Includmg IC &
Coralville did our a enc serve?
2. How many Iowa City residents did your agency serve?
Unduphcated Count
Unduplicated Count
131
255
3. How many Coralville residents did your agency serve?
Unduplicated Count
25
23
NA 17
Client Prolile (fnrla't complete relll", if:1\ ail able. If not availabll-, pleasl' explain hrieny.
Age (use agency's Gender Ethnicity (use agency's breakdown)
breakdown if needed)
0.5 19 Female: 154 Asian 4
6.17 231 Male 165 African American 84
18.29 52 Hispanic 12
30.61 17 Multi-Racial 19
62.75 0 Native American 157
>75 0 Other 43
White
3. Briefly describe your service population.
. Youth Emergency Shelter: Runaway and homeless youth, ages 11 - 17, needing temporary shelter,
supervision, and counseling
. Women's Residential Treatment: Young women, 12 -17 years of age, needing therapeutic group foster
care due to psychological/psychiatric difficulties and delinquent behaviors
. Family Services serves children and families referred by DHS or Juvenile Court due to imminent out-of-
home placement, reintegration from placement into their home, adjustment to foster care or adoption
placement
. PAL: Behavior and conduct disordered children, 6 - 15, who need after school care and summer
programmmg.
. SCT: Delinquent youth of Jr. High and High School age who are in need of supervised treatment in the
community.
4. How do you determine eligibility for services?
We base eligibility on the assessments of Department of Human Services and Juvenile Court
Services, program admission criteria (see #3 above), program capacity, and based on the most
appropriate treatment and services.
5. Are there fees for your services? Yes_X_ No
If yes, please describe your fee structure:
YES: 1 child in residence (direct) for 1 day = 1 unit@ $86.20
RTC: 1 child in residence (direct) for 1 day = 1 unit @ $115.00
FS: 1/2 hour direct service = 1 unit @ $40.04 (therapy), $ 34.55 (skill development)
SCT: 1 full day of direct service = 1 unit@ $40.50
PAL: 1/2 day of direct service = 1 unit @ $28.04
jccogbslfundingform.doc
5
Agency N arne: Four Oaks
6. A. Do you provide services in the small communities and rural areas of Johnson County?
Area(s) served: We serve all communities in Johnson County including Solon, Tiffin, Hills,
Oxford, Lone Tree, and other small towns or rural areas.
Services Provided: All Fonr Oaks services provided in IC are available to these communities.
B. Do you provide services to areas outside of Johnson County? Yes
Area(s) served: Eastern Iowa
Services Provided: Residential Treatment, Emergency Shelter, Family Services (limited to 1.5
hour drive form Iowa City), FaDss, Special Needs Adoption, Treatment Foster Care,
Structured Community Treatment.
Funding sources for services outside of Johnson County: State of Iowa Purchase of Service
Contract, Day Care Certificates, State and Federal Grants, Merit, Medicaid, Private Pay.
Section 3:Communitv Relations
I. How do you assess satisfaction with your services?
(a) Client: We send satisfaction surveys to families 30 days from admission and at dischal
We give quarterly satisfaction surveys to youth in PAL, Shelter, RTC, and SCT.
(b) Community: We send DHS and Juvenile Court referring workers satisfaction surveys 30
days from admission and at discharge.
2. Briefly summarize your findings:
2.94 Family Admission (scale 1 to 3)
2.99 Worker Admission (scale 1 to 3)
4.33 Family Discharge (scale 1 to 5)
4.31 Worker Discharge (scale 1 to 5)
3. What changes have been made in response to these findings?
Family and worker satisfaction remain high with services. However, Four Oaks continues to focus
on ways to support family involvement and improve services. Admit procednres and required
paperwork was modified to minimize redundancy and increase efficiency. Pre-tour practices were
increased and a stronger focus n engaging families has been created. The Consumer Involvement
Group (a group offamilies served by Four Oaks) provided direction for revised Family Handbooks
which were redesigned to provide information identified by the families as important and to
communicate the information in family friendly language.
4. Who are your referral sources to your agency? Please list the main sources and estimate the percentage of
clients that are referred by each source.
jccoghslfundingform.doc
6
Agency Name: Four Oaks
Source of Referral % of clients referred
Iowa Department of Human Services 24.8%
Juvenile Court Services 43.8%
Law Enforcement 1.8%
Self 11.7%
Other 2.3%
Community 4.9%
Promise Jobs 6.7%
5. What other agencies/organizations in Johnson County provide similar services to the same clientele as
your agency?
Families Inc. and Lutheran Social Services also provide in-home therapy and counseling services.
Four Oaks Emergency Shelter, Residential Treatment, PAL, and SCT are unique services to
Johnson County.
6. Describe what distinguishes your agency and/or its services from other agencies that provide similar
services in Johnson County.
Four Oaks provides a continunm of service provision. This means that the child or family who
needs additional services, such as residential treatment, foster care, assessment services, or
temporary shelter for example, may continue with the same agency and case manager, therapist, or
program staff. In addition, children and families may access Four Oaks resources such as day
treatment, PMIC, sexual offender treatment, or foster care group homes. Our continuum of
services also allows us to admit a higher level of difficult youth due to immediate access to these
support services. Four Oaks has the only Supervised Community Treatment program in Johnson
County.
7. Outside of referrals, list up to 3 primary collaborations. Briefly describe the nature of each collaboration.
Collaborations Briefly describe
I. United Action for Youth I. Share staff and financial resources on
programs for runaway and homeless
youth, and for educational supports:
SafePlace, Street Outreach, TLP Grant,
Title 1 Educational Tutor
2. Collaborate on the Johnson County
2. JTPA, HACAP, Neighborhood Centers, FaDSS program, a state grant funded
Department of Human Services welfare to work program. The state of
Iowa received a $6 Million federal bonus
due to success ofthese state programs.
3. SCT collaboration includes weekly
3. Juvenile Court Services meetings to confer on referrals,
youth/family progress, fiscal status,
outcomes, Functional Family Therapy
imolemeotation.
jccoghslfundingformdoc
7
Agency Name: Four Oaks
Section 4: Stratel!:ic Planninl!: and Al!:encv Effectiveness
1. Describe up to 3 challenges/opportunities your agency is currently facing and how your agency IS
addressing them. (e.g., general trends, staffing, finances, service delivery)
Challenges/Opportunities Strategies
1. Challenge: Staff Retention 1. Consistency of staff is critical to best
practice for children and families. While
we have reduced our turnover rate the last
several years, we continue to focus on this
issue by making improvements to our
hiring process, adding staff benefits, and
developing a formal retention and
succession plan.
2. Challenge: State Budget Cuts 2. Reducing expenses: moved the PAL
program to a city property to lower rent;
reduced capital expenses. Increasing
revenue with new programs and services:
Iowa Aftercare Project, state funded parent
education services, accessing mental health
funding streams for current clients,
acquired SCT, developed behavioral health
groups with PAL youth.
3. Opportunity: Consumer Involvement 3. Our Consumer Involvement Group,
Group comprised of families currently using Four
Oaks services, meets monthly and provides
feedback and direction to improve services
and policies. Last year we revised our
intake procedure to include a pre-tour as
suggested by this group. They were
integral in revising our Family Handbooks
to include information noted as important
to families and with family-friendly
language.
2. In what way will the needs of your service population change over the next five years?
Iowa's state budget crisis continues to have a negative impact for the families and youth served by
Four Oaks. Eligibility criteria for receiving services has narrowed creating gaps in services and
limiting access to services to families in need. In addition, waiting periods for receiving services I
increasing in length. Due to the changed criteria those receiving services will be families and YOUUl
experiencing higher levels of behavioral crisis.
jccoghslfundingform.doc 8
Agency Name: Four Oaks
3. How do you plan to address these changes?
Four Oaks is aggressively seeking alternative funding sources to cover current gaps in state funding.
New community-based services are being explored and provided to serve families and youth who may
not meet the narrowly defined state criteria or who are awaiting treatment for higher levels of care.
Referral services are being enhanced to inform families of available services and support is offered to
assist families in navigating the process for obtaining services. A Global Client Assessment and Crisis
Plans have been implemented to improve individualized service planning and inform risk management
practices.
4. Identify your desired client outcomes (what do you hope to achieve for your clients as the result of your
services?).
The desired outcome for Four Oaks services is to ensure the provision of needed services for families
and children when they are experiencing difficulties and problems they cannot solve alone. The goal is
to improve youth and family functioning in order to keep families intact and to support re-unification
when out of the home placements have occurred. Our SCT program helps youth to avoid delinquent
behavior in community and at home. Four Oaks staff is committed to supporting youth in becoming
caring, competent, and responsible adults. Primary outcomes to be achieved include ensuring
permanent relationships with caring adults, stabilizing living arrangements and assisting youth and
families in developing supportive networks in their communities.
5. Describe the evaluation methods you use to measure client outcomes and/or the success of your services?
Four Oaks utilizes a comprehensive client software system to collect and analyze client progress and
case outcomes. The Quality Improvement department assists leaders and staff in evaluating service
delivery, risk management, appropriateness and quality of care and program effectiveness. A
comprehensive outcome measurement system is in place with specific indicators and benchmarks. A
variety of reporting tools, evaluations and standardized measurement instruments are used to support
the measurement of service success.
6. What client outcomes have you achieved?
67% of served clients made progress on 80% or more of treatment goals
21 % of served clients made progress on 50% to 80% of treatment goals
85% of clients had a Planned Discharge
61 % of client went to a same or lower level of care
7. How do you plan to use the evaluation results to enhance/extend your services?
Internal and external feedback/data results are provided to service leaders, staff, committees and
boards on an on-going basis. Administration and the board review agency level data, trends and
annual projections quarterly. Data concerning case progress/outcomes, risk management, service
utilization and program goals is reviewed by workgroups and service leaders monthly. Areas for
quality improvement are identified on an on-going basis and improvement plans are implemented and
monitored. Examples of practice/service improvements made in response to data analysis include
increased training and enhanced supervision standards were implemented to improve medication
administration ontcomes. Practices for monthly case progress reviews were enhanced.
jccogbslfundingform.doc
9
Agency Name: Four Oaks
8. How do your programs/services impact the community?
Four Oaks services help create a healthier community by helping children and families buil"
stronger relationships with each other and in their community. We provide a safe, family-bas.
respectful living environment to 100% of youth served in our programs. In addition, we work with
referral agencies to assure that youth have safe, permanent relationships and placements when
they leave Four Oaks. Our PAL program provides after school and summer programming to
elementary youth who, due to severe emotional and behavioral disorders, cannot be in regular day
care centers. We work closely with parents of PAL youth to ensure adequate child supervision,
home and community safety, and improved school behavior. Our Family Services staff lower the
risk of child removal and help children reintegrate back into their home and community. Our SCT
program reduces delinquent behavior and improves youth functioning. Our emergency shelter, the
only local shelter for youth, provides a safe haven for runaway and homeless youth. Courtlinn
Residential Treatment provides an alternative living and treatment program for sexually and
emotionally abused young women, to help put their lives back together.
9. How did the agency respond to the UWJC recommendations from last year?
NA: Our last stewardship review was in 2004.
Section 5: Board Governance
I. Please provide a board roster with names, town, occupation, term and end date, officers and committee
assignments. Please see Appendix A.
2. How often does your board meet? Monthly
3. What is your average attendance at board meetings? For FY05, an average of seven plus leadership
staff.
4. How is the board involved in strategic planning, fund development, and governance of the agency?
The Community Advisory Board assumes ownership for the strategic plan which was developed as
a product of a strategic planning retreat (last held 7/9/03). The Community Board develops goals
specific to Johnson County or goals that align with Four Oaks policy or direction. The Community
Board approved FY05 goals: increase staff recognition and support, assure community visibility,
increase Board's knowledge of Four Oaks and the Child Welfare System, and approve staff
requested funds for youth and families. The Community Board reviews goal progress quarterly
and strategizes with staff to assure goal achievement.
Two Community Board members are full members of the Four Oaks Strategic Planning Board of
Directors, based in Cedar Rapids. One is the Treasurer of the Four Oaks Board and Chair of the
Finance Ad Hoc Committee. Another is on the Four Oaks Public Policy Ad Hoc Committee. They
assure that any strategic planning, annual goals or policy development is congruent with the goals
and direction in Johnson County.
5. What type of training/orientation do board members receive?
They are first given a Board Packet that states Four Oaks mission and purpose, describes all
services and programs, includes a roster of current board members and leadership staff, descrif
the role of a community board and member, describes the benefits of board membership, a~
includes a 10 minute Four Oaks video tape. The Board President and Director have a meeting with
jccoghslfundingform.doc
10
Agency Name: Four Oaks
the candidate to answer questions and review the Board Packet. The candidate is invited to a
Board meeting to meet members and staff and observe the meeting process. Training is provided
by the Director and/or Board President and includes review of annual goals, current goal status,
current challenges and strategies. This year they are increasing program involvement as stated
above.
6. Does your agency have written policies and procedures for financial management? If yes, date of last
board approval? Yes, last approved in May, 2002.
7. Have you filed the bi-annual report with the Secretary of State? If yes, date filed? No
8. Have you filed the IRS form 990 for the most recent year? If yes, date filed? No
If no to questions 6, 7, or 8, give explanation. To be filed one the current audit is finalized in October,
2005.
9. Does your agency have a yearly audit? Yes_X_ No
If yes,
Who completed the audit? How much did the audit cost?
Clifton Gunderson $2,100
If material weaknesses are noted in the audit, what is your plan for addressing them?
None Noted
If you do not have an audit, what is in place to assure accountability in the agency's financial
management? (Give specifics of financial practices/financial review procedures)
10. Insurance Coverage: (check what coverage your agency has)
Insurance r Use a r if agency has Amount I
Directors & Officers
a. fiduciary liability X $IM
b. employment practice liability
General Liability X $IM/3M
Umbrella Liability
Professional Liability X $IM/3M
Property or Renters X Replacement
Cost
Vehicle X $IM
jccoghslfundingform.doc
11
Agency Name: Four Oaks
Section 6:Personnel and Staff Development
I. State the length of employment of the Executive Director and his/her qualifications.
Kelli Malone has been employed by Four Oaks for 20 years. She has her Masters degree from the
University of Iowa in Counseling and Human Development with an emphasis in Marriage and
Family Therapy. She has been the Director of Four Oaks in Iowa City for 8 years.
2. Staff Salaries & Benefits (for the entire agency)
Check if Applicable
Retire- Full-Time Equivaleut
Paid Health ment Current Salary Range (FTE;'
Position Leave Ins. Plan Per Position Last This Next
Year Year Year
Administrative X X X $42,500 - $66,270 .65 .65 .65
SupervisorslManagers X X X $21,100 - $51,200 1.35 5.50 5.50
Therapists X X X $24,200 - $48,650 4.00 8.00 8.00
Direct Care Staff X X X $17,400 - $36,800 15.00 20.50 20.50
Part time X X X $15,120 - $28,986 8.13 11.00 11.00
Night Counselors X X X $15,120 - $28,986 3.00 2.00 2.00
Other Staff X X X $15,120 - $28,986 2.00 1.00 1.00
TOTAL FTEs 34.13 48.65 48.65
3. If serving multiple counties, how many FTE's serve Johnson County (include administrative and direct
service staff)? 48.65
4. How much was spent on staff development in the last fiscal year? $3,341
5. How much is budgeted for staff development in this fiscal year? $7,232: $2,232 allocated to each 01
the 5 programs and another $5000 for training, staff recognition, and leadership opportunities.
jccogbs \fundingform.doc
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Agency Name: Four Oaks
6. What training and support opportunities are offered to staff?
Staff are required to complete at minimum 24 hours of training their first year and 12 hours thereafter.
Four Oaks provides the following mandatory training for all staff: Child Abuse Mandatory Reporter,
Cultural Diversity, Infection Control, Mandt, Critical Expectations, CPR, First Aid, Medication Manager,
Emergency Safety Intervention, and CAFAS.
We also have a Core Competency Curriculum including Youth Worker training, Community-Based
training, Snpervisor training, and New Employee Orientation. Each program is allocated staff development
dollars to send staff to workshops, seminars, conferences, visiting like programs or facilities, consultants or
providing in-service training. Every staff receives individual and team supervision. We also provide
leadership opportunities inclnding Leadership Team, Service, Delivery Team and Team Leaders.
7. (a) What is your turnover rate (for last complete FY) for direct line staff? 22%
(b) Issues and concerns about turnover rate? Of the direct care staff turnover, 70% were part time staff.
While we continue to focus on lowering turnover rates, our concentration has been on the full time
positions. We have reduced the turnover rate the last several years.
(c) What has your agency done to address issues and concerns? Made improvements to the hiring
processes; added access to an Rx discount plan; added access to optional benefits such as AFLAC.
The HR department is working on a formal retention plan and succession plan, staff surveys and
other input mechanisms. We are concerned that the economic trends will negatively affect the
agency.
7. Please attach current organizational chart as Appendix B.
8. Comparing the last complete fiscal year to current fiscal year, what was the average % wage increase.
The wage increase was 3%.
9.
Yes No brief explanation
Does your agency
have personnel
policies? X
If yes, date board
last reviewed?
June 2003
Does your board
annually evaluate
the director's X .
performance?
Does your agency Board approves executive job descriptions and
have job delegates the remainder to Human Services VP
descriptions for X
every position?
If yes, date ofIast
board approval?
June 2002
10.
II.
jccoghslfundingform.doc
I3
Agency Name: Four Oaks
12.
Is there an annual
performance
review for every X
staff?
Section 7: Financial Manal!ement
A. Three Year Ht~,otiq@1 Balance Sheet
(As of your fiscal year-end)
6/30/03 6/30/04 6/30/05 \6/30/03 6/30/04 6/30/05
Current Assets Current liabilities
Cash 283.277 270.285 312.846 Accounts Payable 111,844 117,826 196,827
Investments - - - Payroll Taxes Payable 16,298 25.424 5.216
Receivables < 90 days 92.451 93.213 84,540 Contracts Payable - - -
Other - - - Mortgage Payable-6 20.076 20.076 20.076
months
Total Current Assets 375.728 363.498 397,386 Total Current 148,218 163.326 222.119
Liabilities
Other Assets Other Liabilities
Property 642.892 626,338 596.915 Mortgage Payable- 194.324 167,195 137,998
Balance
Equipment 19,266 15.106 11.498 Other - - -
less depreciation Net Net Net Total Other Liabilities 194.324 167,195 137,998
Receivables> 90 days - - - Total Llabi/ities 342,542 330,521 360,117
Other 13,132 21,062 25,568 Equity (Net Worth) 708.476 695.483 671,250
Total Non-current Assets 675.290 662,506 633,981
Total Assets 1,051.018 1,026,004 1.031,367 Liab + Equity 1,051,018 1,026,004 1,031.367
j ccoghslfundingform.doc
14
Agency Name: Four Oaks
Financial Information is: [ X ] entire agency.
"'Entire agency refers to Four Oaks in Iowa City
7/1/04. 7/1/05. 7/1106 .
6/30/05 6/30/06 6/30/07
B. Income & Expense
Income
Local Funding Sources
Coralville 920 1,000 1,030
Iowa City - - 1,000
Johnson County 65,594 66,615 66,615
United Way 21,564 24,212 25,750
Grants-Federal, State, Foundation 103,021 56,676 56,676
Net Sales of Service 1,603,355 1,761,907 1,614,764
Net Sales of Materials - - -
Contributions/Fundraising 1,000 1,000 1,000
Investment Income - - -
Other 31,053 25,375 26,136
Total Income 1,626,507 1,936,767 1,996,973
Expense
Wages & Salaries 1,090,353 1,136,035 1,170,116
Benefits 242,394 257,267 277,646
Administrative 279,572 265,300 277,940
Occupancy 236,421 236,055 247,858
Other - - -
Total Expense 1,850,740 1,694,657 1,973,762
C. Fund Balance
Revenue 1,626,507 1,936,767 1,996,973
Carryover Balance from previous year 695,463 671,250 715,360
Total Operating Budget 2,521,990 2,610,037 2,712,353
Less Total Expenditures 1,650,740 1,694,657 1,973,762
Ending Fund Balance 671,250 715,360 738,591
Less Restricted Balance - - -
Carryover Fund Balance 671,250 715,360 738,591
jccoghslfundingform.doc
15
Agency Name: Four Oaks
BdlDonor/Funder Restricted Funds Designated for: FY FY FY
- - -
-
Total Restricted Funds - -
In-Kind Support:
ServicesNolunteers Volunteers, Board, Trainers, Interns, Students 12,000 12,000 15,000
Material Goods Food, Furnishinas, Holidav Donations, Books 23,000 23,000 25,000
Snace, Utilities, ete Remodelina, Landscaoina 5,000 5,000 5,000
Oll1er: (Please footnote I
T otalln-kind Support 40,000 40,000 45,000
Grants Description/Purpose
Juvenile Crime Prevention PAL Family Support Worker 30,202 30,178 30,178
FEMA Emergency Placements for Shelter 4,500 4,500 4,500
DED SeiLS Housing needs 33,046 - -
Street Outreach Emergency Shelter referrals from UA Y 4,800 4,000 4,000
Aftercare Independent Living Services for youth aging out of 30,473 20,000 20,000
the system
Total Grants 103,021 58,678 58,678
j ccoghs Ifundingformdoc
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Agency Name: Four Oaks
APPENDIX A
COMMUNITY ADVISORY BOARD MEMBERS
Ruth Bonfielio
Founding Board Member
Foster Parent, Retired
Iowa City
I 972-Present*
Mark Danielson
Iowa City
Attorney
Community Board President
Four Oaks Board Representative (1997)
Public Policy Ad Hoc Connnittee
I 993-Present*
Janice Baumback
Iowa City
Clinical Social Worker, University
OfIowa Child Psychiatry, Retired
2001-Present*
Ron Wrieht
Coralville
Financial Consultant
Four Oaks Board Treasurer (1997)
Chair, Finance Ad Hoc Committee
I 994-Present*
Wayne Johnson
Iowa City
Professor of Social Work, University
OfIowa, Retired
1973-1984*
I 999-Present*
Rick Walters
Iowa City
Mid-American Energy
2003-Present*
Mark Heffron
Iowa City
Student Loans
2003
Jennifer Snell
Coralville
Grant Wood AEA Consultant
2002- Present*
*Denotes the years of Community Advisory Board membership. Community board membership is not limited to terms. Length of
service is based on interest, time, and commitment.
jccoghs Ifundingfonn.doc
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Agency Name: Four Oaks
APPENDIX B
TABLE OF ORGANIZATION
Community
Advisory Board of
Directors
Administrative
Directo r
Program Manager
Program Manager
Program Manager
Shelter, Courtlinn
RTC
Family Services, PAL
Supervised
Community TX
Residential
Staff
Family Services
Therapists, Family
Support Workers
SCT Staff
Courtlinn RTC
Staff
PAL Staff
SCT Trackers
jccoghslfundingform.doc
18
F' 0711uII1an Sl'nitT \gl'nt.~ Rt'qut'st fOI-lulHlillg
( 11\ 01 ( 01:11\ Ilk. (11\ 01 10\\.1 ( Ih, .loilll'oll ( 011111\. lllltl'd ":1\ 01,'01111"'011 (Olllll\
Section 1: Backl!:round
Agency Name: Iowa City Free Medical Clinic
Co-Director Name: Sandy Pickup
Signature:
Address: 120 North Dubuque St.
Phoue: 319-337-4459
Bd. Pres Name: Sally Weyer
Signature:
Request Completed By: Sandy Pickup
Date:
Cbeck Your Agency's Budget Year:
1/1-12/31 711-6130 X
Lorall' IlIHIiIl:,!, Sllmmar~:
4/1/04-
3131/05
1011-9/30
--
4/1105- 4/1106- %of
3/31/06 3/31/07 Total
Bud et
108,505 110,000 24.6%
Amount receivod from UWJC
Does not include designated
ivin or S ecial Needs Grants
101,182
FY 05 FY 06 FY 07
6,033 6,214 7,000 1.6%
98,849 101,815 105,000 23.5%
Ci of Coralville 1,835 1,940 3,000 .7%
What were local funds used for this year: Health care delivery was provided to 2668 patients for a total
of 6226 patient visits. Local monies funded salaries, benefits, equipment, supplies, medications and
liability coverage, all needed to provide services. In addition financial assistance (voucher program)
assisted 380 clients in urchasin medications and medical su lies.
What will next year's local funds be used for? Our services will remain the same, although client
numbers will increase, and more clinic hours will be added to serve the growing population.
Ex lain or 'usti an si ificant increase in fundin re uest over last ear's allocation.
Agency Mission Statement:
The Iowa City Free Medical Clinic is a private nonprofit corporation, providing quality health care to the
underserved of Johnson County.
Our organizing principles of practice are:
. To eliminate barriers to health care by offering services without cost
. To offer services in a non-hierarchical environment that is non-judgmental, confidential and
informal
. To encourage the participation of patients in their own care
. To serve as an advocate for the underserved in the community
Summarize yonr programs and services:
Services provided by FMC are general out-patient care, including eye exams, medications, in clinic
laboratory testing, testing sent to outside labs, case management for clients with chronic illness and
application to pharmaceutical companies for medications. Voucher programs assist residents of Johnson
County not able to afford medications and medical supplies, eyeglasses, hearing aids and limited cancer
screening tests. The Free Dental Clinic provides dental care for acute dental concerns, including x-rays,
extractions, root canals and fillings.
List any accreditation and licensure your agency currently bas. Explain.
Iowa City Free Medical Clinic has been accepted in the "Volunteer Health Care Provider Program" with the
State ofIowa. (lAC 10/7/98 Chapter 88)
Agency Name Iowa City Free Medical Clinic
Agency History (Using one page only, please summarize the history of your agency, emphasizing Johnson
County, past and current activities and future plans. Please update annually.)
The Iowa City Free Medical Clinic (FMC) began seeing patients in March of 1971.
Since opening 34 years ago, thousands of people have visited FMC, with a variety of medical
concerns. During her first year FMC had 2,481 clinic visits. The primary diagnosis was "normal
exam," followed by "upper respiratory infection". By FY 04, FMC clinic visits had increased to 5,915
with primary diagnosis of hypertension followed by diabetes. In FY 05 there was a 5% increase in
patient visits (6,226)
Our patients continue to be the underserved, "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, podiatry, physical therapy, TB testing, gynecology and HIV testing and
counseling.
In the late 80's FMC staff observed an increase in patients with chronic medical problems. In May of
1990 our first paid physician was hired to provide continuity to patients with chronic medical concerns
and provide supervision for staff follow-up of these patients. Since FY 93 the numbers of visits for
chronic diabetes and hypertension have increased 963%. Currently these visits make up 29% of our
total patient visits.
While we have added paid medical staff, 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 pool of
volunteers. Physicians, lab technicians, pharmacists, physician assistants, nurses, medical students,
dentists, patient advocates, receptionists and interpreters come together with staff to create an
environment of caring and support for one another and our patients.
FMC is registered with the State ofIowa's "Volunteer Health Care Provider Program" which will
indemnify physicians, dentists, nurse practitioners, dental assistants and hygienists, therapists and
counselors, pharmacists, physician assistants and social workers volunteering in free clinics. Each
practitioner must apply, and after acceptance FMC staff must maintain documents and report quarterly
to the program. Currently we have 26 health care providers enrolled in this program. We have
concerns that the amount of paper work and cost required to enroll in the state program might deter
people from volunteering. Staff does as much ofthe paper work possible to streamline the process for
the volunteer. In the 2003 legislative session a bill was passed to include free clinics in this state
indemnification program. Potentially this will eliminate the need for FMC to purchase clinic liability
insurance.
Quality assurance is an ongoing part ofFMC's commitment to providing quality health care to our
clients. Random chart reviews and client satisfaction surveys are done throughout the year to assure a
high quality of care.
Our Patient-In-Need Program continues to be invaluable in keeping patients with chronic medication
needs supplied with the proper medications. Over three hundred patients are currently enrolled in this
program.
j ccoghs\fundingform.doc
2
Agency Name Iowa City Free Medical Clinic
Section 2: Client Profile
I. How many Johnson County residents (Including IC &
Coralville) did our a enc serve?
2. How many Iowa City residents did your agency serve?
UndupHcated Count
2166
2215
Unduplicated Count
1590
1600
3. How many Coralville residents did your agency serve?
Unduplicated Count
386
400
Undu Heated Count
?
81
Age (use agency's
breakdown if needed
0-17 203
18.24 557
25-34 675
35-44 469
45-64 699
>65 65
Gender
Ethnicity (use agency's breakdown)
Female;
Male
1415
1253
Asian
Black
His anic
Native American
White
Other/no answer
91
445
603
23
1304
202
Identify what services are included in Client Profile; Direct health services for chronic or acute
health concerns. (May include: office visit, medication, lab, and/or financial assistance)
3. Briefly describe your service population. FMC provides services to low-income uninsured
people from Johnson County and surrounding areas.
4. How do you determine eligibility for services? Our services are available for people who
identify as uninsured or underinsured. There is no screening.
5. Are there fees for your services? Yes_ No_X_ but patients are asked to leave a $5
contribution, more if they can less if they cannot.
If yes, please describe your fee structure:
6. A. Do you provide services in the small communities and rural areas of Johnson County? Not in
the community directly.
Area(s) served: 6% of our clients came from Hills, Lone Tree, North Liberty,
Oxford, Solon, Swisher and Tiffin. (74% of clients live in Iowa City/Coralville)
Services Provided: Out patient health care and/or financial assistance.
B. Do you provide services to areas outside of Johnson County? Yes
Area(s) served: 19% of patients reported addresses outside of Johnson County. This
included 46 counties and 128 zip codes.
Services Provided: Out patient health care and/or financial assistance.
jccoghs\fundingform.doc
3
Agency Name Iowa City Free Medical Clinic
Funding sources for services outside of Johnson County: There is no direct funding for patients
outside of Johnson County other than the donations each patient contributes. Last year our
Board Chair wrote to the Boards of Supervisors in the eight counties that represented the
highest number of clients seen in FY 05, requesting funds in relation to the cost per patient
(visits/total budget), or approximately $5,000 total. Four of those counties responded that
they were surprised their residents needed our services or they were not in a position to
provide funding to FMC.
jccoghslfundingform.doc
4
Agency Name Iowa City Free Medical Clinic
Section 3:Community Relations
1. How do you assess satisfaction with your services?
(a) Client: Throughout the year patients complete satisfaction surveys (one large one
and several smaller ones) (see results Appendix C)
(b) Community: Every other year a survey is sent to directors of United Way agencies.
2. Briefly summarize your fmdings:
Overall survey results have been positive.
3. What changes have been made in response to these findings? There are ongoing board
discussions about relocating FMC to a more suitable location.
4. Who are your referral sources to your agency? Please list the main sources and estimate the
percentage of clients that are referred by each source.
Source of Referral *Estimated % of clients referred
Mercy-on-Call/Mercy ER 15%
UlHC 20%
MECCA 5%
Shelter House 5%
Community Mental Health Center 5%
5. What other agencies/organizations in Johnson County provide similar services to the same clientele
as your agency?
Some private physicians see patients without charge; UIHC provides care to some indigent
patients; Mercy Hospital will see some patients through funds from the Mercy Foundation.
6. Describe what distinguishes your agency and/or its services from other agencies that provide
similar services in Johnson County.
All FMC services are free. FMC never restricts access* to healthcare based on a patient's ability
to pay. Patients are never asked for payment prior to receiving services, nor are they billed for
services provided.
*The only restriction is that patients must be uninsured or underinsured.
7. Outside of referrals, list up to 3 primary collaborations. Briefly describe the nature of each
collaboration.
Collaborations Brieflv describe
1. DI Family Medicine Department 1. Patients are seen at FMC by Family
Medicine Residents in community outreach
training.
2. Johnson County Public Health 2. FMC is testing and treatment site for
communicable diseases in the county
3. Community Mental Health Center 3. FMC provides antidepressant medications
for patients waiting to see the psychiatrist
jccoghslfundingform.doc
5
Agency Name Iowa City Free Medical Clinic
Section 4: Stratel!ic Planninl! and Al!encv Effectiveness
1. Describe up to 3 challenges/opportunities your agency is currently facing and how your agency is
addressing them. (e.g., general trends, staffing, finances, service delivery)
Challenl!es/Oooortunities Strate!.!ies
l.Increased patient load (especially Spanish I. New .5 FTE Spanish speaking staff hired.
speaking patients) Continue to add more appointment slots by
adding volunteer providers and increase paid
MD time to .5 FTE.
2. Increase in numbers of patients needing 2. Staff investigating ways other free clinics
assistance acquiring medications. provide this service, computerizing the
process in the very near future. Seeking
increased funding for low cost
pharmaceuticals.
3.Inadequate facility 3. Board researching suitable properties.
2. In what way will the needs of your service population change over the next five years? If the
current trends are any indication, more people will be without health insurance, health
care options and have problems managing chronic illness because they lack financial
resources. As our "Where would you go" survey continues to show, if FMC were not here
people would go to the emergency room or no-where. (Appendix E)
3. How do you plan to address these changes? Free clinics are not meant to fix the health care
problems in our community (and country as a whole). We will continue to do our best by
increasing funding and professional volunteer recruitment. Patient concerns will be
addressed with the help of the service net in our own community. (i.e. United Way
agencies)
4. Identify your desired client outcomes (what do you hope to achieve for your clients as the result of
your services?).
Iowa City Free Medical Clinic (FMC)
FY 06 Goals and Objectives
1. FMC will provide Case Management Services for the Chronic Care patients.
Objectives:
1. Assist 200 clients (minimum) with ongoing support services such as ensuring the client has the
appropriate medication, equipment, education and follow-up appointments with the primary physician
ands any necessary specialist. Case Manager will screen and enroll new clients in the case management
programs
2. 80% of Chronic Care patients will be monitored every 6 months.
3. 100% of Chronic Care patients will be offered dietary counseling.
4. ] 00% of Chronic Care patients will be offered a flu vaccination.
S. 80% of Chronic Care patients will receive a flu vaccine.
jccoghs\fundingform.doc
6
Agency Name Iowa City Free Medical Clinic
6. 100% of Chronic Care patients will have an annual lipids panel drawn and will be treated as needed.
7. 100% of diabetic patients will have an annual HBAIC blood test.
8. 90% of diabetic patients will receive a glucometer and testing supplies.
9. 85% of diabetic patients will receive an eye exam once every two years.
10. 100% of diabetic patients will be evaluated for the preventative use of ACE inhibitors or ARB for renal
protection; appropriate patients will be treated.
2. FMC will provide access to a Smoking Cessation Program to all patients
Objectives:
I. 100% of FMC patients who smoke will be advised of the merits of smoking cessation, and offered
enrollment in the FMC Smoking Cessation Program (SCP)
2. 30 patients will be enrolled in SCPo
3. 100% of enrolled patients will have an initial appointment with FMC's Medical Director.
4. 100% of enrolled patients will be offered appropriate smoking cessation medications/aides, (including
referrals to Quitline Iowa and the Fax referral program through Quitline Iowa) and follow-up
appointments every 2 weeks for 4-12 weeks.
5. 80% of enrolled patients will be sent a questionnaire after day 120 in the program.
3. FMC will provide specialized, limited bealtb and ancillary services to eligible patients
Objectives:
I. 70% of eligible women will be referred for free annual mammograms through the Visiting Nurses
Association.
2. To provide access to free mammograms for 60 women who are unable to access free mammograms
through the Visiting Nurses Association.
3. To provide vouchers for medications, eyeglasses, hearing aids and cancer prevention for 300+ FMC
clients.
4. To contact 5-10 local organizations to ensure on-going funding for the voucher program.
5. Describe the evaluation methods you use to measure client outcomes and/or the success of your
services?
Quality assurance is used to make sure we are providing quality care. Chart review is the
main component of this program. Patient satisfaction surveys are done throughout tbe
year, asking patients about their visit and treatment as well as surveys asking patients
about insurance and income. Benchmarks are used to assess patient progress.
6. What client outcomes have you achieved? Patient outcomes are being met.
7. How do you plan to use the evaluation results to enhance/extend your services? We plan to
continue managing our programs to the best outcomes for the patients, including case
management and smoking cessation.
8. How do your programs/services impact the community? We keep people out of the ER, provide
health services that would otherwise be unavailable and provide a safety net for
uninsured children and adults.
9. How did the agency respond to the UWJC recommendations from your last review? (12/1/04)
Complete policies and procedures for financial management (see attached Appendix D)
Continue to seek additional sources of revenue: Staff and the Board Resource Development
Committee continue to investigate ways to diversify funding.
jccoghs\fundingform.doc
7
Agency Name Iowa City Free Medical Clinic
Section 5: Board Governance
I. Please provide a board roster with names, town, occupation, tenn and end date, officers and
committee assignments. (Attach as Appendix A)
2. How often does your board meet? Monthly
3. What is your average attendance at board meetings? The board is currently 14 members and
there is generally 100% attendance.
4. How is the board involved in strategic planning, fund development, and governance of the agency?
The standing committees ofthe board: Resource Development, Board Development, Personnel
and Finance meet on a regular basis to address current issues and plan for the future. The
board as a whole meets annually to review the 5 year plan and make changes as needed.
5. What type oftraininglorientation do board members receive? Currently under revision
6. Does your agency have written policies and procedures for financial management? YES If yes,
date oflast board approval? 9/15/04
7. Have you filed the bi-annual report with the Secretary of State? If yes, date filed? 1/12/2005
8. Have you filed the IRS fonn 990 for the most recent year? If yes, date filed? No
If no to questions 6, 7, or 8, give explanation.
The FY 05 audit has not been completed.
9. Does your agency have a yearly audit? Yes_X_
U yes,
Who completed the audit? James Buxton
No
How much did the audit cost? $2,550
If material weaknesses are noted in the audit, what is your plan for addressing them?
Uyou do not have an audit, what is in place to assure accountability in the agency's fmancial
management? (Give specifics of financial practices/financial review procedures)
10. Insurance Coverage: (check what coverage your agency has)
Insurance Check if agency has Amount
Directors & Officers 1,891
a. fiduciary liability X
b. emplovrnent practice liability X
General Liability X 11,840
Umbrella Liability
Professional Liability X 5,046
Property or Renters
Vehicle
jccoghslfundingform.doc
8
Agency Name Iowa City Free Medical Clinic
Section 6:Personnel and Staff Develooment
I. State the length of employment of the Executive Director and hislher qualifications. Co-Directors
Sandy Pickup (19 Yz years) and Barbara Vinograde (13 years) have many years practical
experience in administration and providing free health care services.
2. Staff Salaries & Benefits (for the entire agency)
Check if Applicable
Retire- Full-Time Equivalent
Paid Health ment Current Salary Range (FTEs
Position Leave Ins. Plan Per Position Last This Next
Year Year Year
Co-Director X X X $37,354 annually 2 2 2
Case Manager X X X $31,751 annually 1 1 1
Office Coordinator X X X $11.00 per hour 0 .83 ]
Office Manager X X X $30,305 annually 1 .17 0
Clinic Coordinator X X X $29,660 annually 1 1 1
Physician Assistant $29 per hour .08 .15 .15
Dental Assistant $10 to $10.20 per hour .09 .09 .09
Medical Director X X X $53,580 annually .40 .50 .50
Pharmacy Technician $11 per hour .30 .30
Office Assistant X X X $10 per hour .50 .50
. in addition, each employee that
work for 2 years receives a bonus
called "longevity pay", that is paid
annually on the anniversary of their
hire date
TOTAL FTEs 5.57 6.54 6.54
3. If serving multiple counties, how many FTE's serve Johnson County (include administrative and
direct service staff)?
4. How much was spent on staff development in the last fiscal year? $1.811
5. How much is budgeted for staff development in this fiscal year? $1.500
jccoghslfundingform.doc
9
Agency Name Iowa City Free Medical Clinic
6. What training and support opportunities are offered to staff? AIl staff is eligible for time off to
attend conferences and seminars that would enhance the services we provide at FMC.
7. (a) What is your turnover rate (for last complete FY) for direct line staff? zero
(b) Issues and concerns about turnover rate? Low wages and competition with VI for qualified
staff are a concern.
(c) What has your agency done to address issues and concerns? Our board seeks to offer
salaries and benefits that are in keeping with the going rate of other agencies.
7. Please attach current organizational chart as Appendix B.
8. Comparing the last complete fiscal year to current fiscal year, what was the average % wage
increase? 2%
9.
Yes No brief exolanation
Does your agency X
have personnel
policies?
If yes, date board
last reviewed?
November 2003
Does your board X
annually evaluate
the director's
performance?
Does your agency X
have job
descriptions for
every position? Being updated
If yes, date oflast
board approval?
2003
Is there an annual X
performance
review for every
staff?
10.
11.
12.
jccoghslfundingform.doc
10
Agency Name Iowa City Free Medical Clinic
Section 7: Financial Manaeement
A. Three Year I:!ltMrlc8I Balance Sheet
(As of your fiscal year-end) 6/30/03 6/30/04 6130/05 6130/03 6130/04 6/30/05
FY03 FY04 FY05 FY03 FY04 FY 05
Current Assets Current L1ebllltles
Cash 75,572 78.341 104,569 Accounts Payable 9,898 11.034 19,218
Investments 117,638 118,373 120,387 Payroll Taxes Payable 24,362 16,473 26,768
Receivables < 90 days 1,000 3,830 2,772 Contracts Payable 0 0 0
Other 10,821 10,821 11,607 Mortgage Payable-6 months 0 0 0
Total Current Assets 205,031 211,365 239,335 Total Current Uabllities 34,260 27,507 45,986
Other Assets Other liabilities
Property Mortgage Payable-Balance
Equipment 24,108 24,108 27,636 Other -1,508
less depreciation -45,392 -45,392 -35,113 Total Other Liabilities -1508
Receivables> 90 days 0 0 0 Total Liabilities 34,260 27,507 44,478
Other 78,900 78,900 78,900 Equity (Net Worth) 228,387 241,474 266,280
Total Non-current Assets 57,616 57,616 71,423
Total Assets 262,647 268,981 310,758 Liab + Equity 262,647 268,981 310,758
jccoghs\fundingform.doc
11
Agency Name Iowa City Free Medical Clinic
Financial Information is: [X] entire agency
[ ] county specific
[ ] program specific
FY05 FY06 FY07
B. Income & Expense 7/1/0410 7/1/0510 7/1/0610
6/3-/05 6/30/06 6/30/07
Income
Local Funding Sources
Coralville 1,835 1,940 3,000
Iowa City 6,033 6,214 7,000
Johnson County 98,849 101,815 105,000
Unfied Way 103,006 108,505 110,000
Grants-Federai, Stale, Foundalion 45,666 55,250 53,400
Net Sales of Service 0 0 0
Nel Sales of Malenals 0 0 0
Contributions/Fundraising 134,350 104,392 143,200
Investment Income 3,656 2,000 4,000
Other 3,826 21,000 22,000
Total Income 397,243 401,116 447,600
Expense
Wages & Salaries 230,960 267,831 272,399
Benefits 31,605 42,252 46,191
Administrative 4,153 4,734 5,710
Occupancy 16,716 16,432 19,000
Other 94,366 63,780 104,300
Total Expense 378,042 417,029 447,600
C. Fund Balance
Revenue 397,243 401,116 447,600
Carryover Balance from previous year 211,365 135,484 14,795
Total Operating Budget 606,606 1536,560 462,395
Less Total Expenditures 376,042 417,029 447,600
Ending Fund Balance 230,566 120,143 15,666
Less Restricted Balance 95,101 104,757 112,415
Carryover Fund Balance 135,464 14,795 -97,620
j ccoghslfundingform,doc
12
Agency Name Iowa City Free Medical Clinic
Bd/Donor/Funder Restricted Funds Designated for. FY05 FY06 FY07
Donor Scholarship 500 500 500
Board 3 month operating expense 94,510 104,257 111,915
Total Restricted Funds 95,010 104,757 112,415
In-Kind Support:
ServicesNolunteers Estimated 8924 volunteer hours 336,325 346,414 356,807
Estimated donated medications @ $53 average
Material Goods cost wtth 6% cost increase annuaitv' 432,847 470000 504,000
SDace, Utililies, ete 0 0 0
Other: {Please footnote\ Estimated donated lab & medical SUDDlies 153 000 157000 162,000
Total In-kind SUDDort 922,172 973,414 1,022,807
Grants Description/Purpose
State of Iowa Smoking cessation 5,164 11,250 11,000
HRSA Depression Screening 8,902 5,000 5,000
Mercy Hospilal Physician salary 12,000 15,000 20,000
Minklrants Medication voucher program 1,030 2,000 2,000
CDBG- City of Iowa City Case Management 16,500 5,000 8,400
State of Iowa/Johnson County Public HIV counseling and testing administration 2,092 2,000 2,000
Health
Other Grants 15000 5000
Total Grants 45,688 55,250 53,400
jccoghs\fundingform.doc
13
Agency Name Iowa City Free Medical Clinic
Appendix A
Name Office & Occupation T enn/exp
Committee Assianment
Acord, Marsha Personnel Associate Director 7/02.3/08
120 N~~Ubuque Facilities Planning Wesley Center/Campus Minister (2nd Term)
Iowa C ,IA 52245
Bluemel, Emma Resource Development FirstVP 3/04-3/07
5462 Kurtz Strasze St. SW Board Development Coratville Assistant Branch Manager (1" Tenn)
Kalona, IA 52247 University of Iowa Communttv Credit Union
Cooper I Steve Finance Manager, 3/05 .3/08
2012 Lynncrest Dr. Facilities Planning Towncrest Internal Medicine (1" Tenn)
Coreiville, IA 52241
Cummer, Bobbi Finance CPA 10/04-3/07
45 E. Dovetail Dr. Personnel (1" Tenn)
Coralville, IA 52241
Dameron, Graham Public Health Consulian! 8/01-3/07
48 Penfro Finance (2" Tenn)
Iowa co.;, IA 52246 Facilities Plan nino
Durian, Kelly Secretary Director of Clinical Operations 7/04-3/07
500 E ~~arket Street Finance MercyCare Community Physicians (1" Tenn)
Iowa C' ,IA 52245 Resource Develooment
Hoffman, Valerie Vlce-chalr Assistant Professor 8/03-3/06
80 Circle Drive #12 Resource Development Dept. of Internal Medicine Uofl (1" Tenn)
North Libertv, IA 52317
Hollinrake, Beth Board Development Student 5/04-3/07
1004 Newton Rd Carver College of Medicine (1" Tenn)
Iowa Citv, IA 52246
Lembke, Val Finance Professor of Accounting 7/01-3/07
114 Post Rd Facilities Planning U of I, Retired (2" Tenn)
Iowa cnv, IA 52245
Stiles, Brad Resource Development Dentist in private practice 3/03-3/06
722 O;:';and Ave Personnel (1" Term)
Iowa C' ,IA 52240
Anne Sullivan Board Development Assistant Professor (clinical) UI Dept. of 3/05.3/08
200 Hawkins Dr Family Medicine, associate residency (1" Tenn)
Iowa Crtv, IA 52242-1097 director
Warner, Bill Treasurer Director, Operations & Finance 3/03-3/06
30 E. Dovetail Drive Personnel Buckledown Publishing (1" Tenn)
Coraiville, IA 52241 Finance
Weyer, Sally Chair Attorney 6/01-3/07
PO Box 3188 Personnel Private Practice (2'" Tenn)
Iowa clt;, IA 52244 Facilities Plannina
Wilmoth, Ralph Board Development Director Johnson County Public Healih JCPH Liaison
1105 ~~bert Ct
Iowa C' ,IA 52240
Free Medical Clinic Board of Directors FY 05/06
Committees are: Resource Development
Facilities Planning
Personnel
Board Development
Finance
jccoghs\fundingform.doc
14
Agency Name Iowa Citv Free Medical Clinic
Appendix B
Iowa City Free Medical Clinic Organizational Chart
BOD
Medical
volunteers
Admin
volunteers
Case Manager
Dental Assistant
Clinic Assistant
Work study office assistants
The Board of directors is at the "top" of the org chart
The Iowa City Free Medical Clinic is directed by 2 co-directors (Clinical and Administrative directors) these directors are
supervised by the BOD and are responsible to each other.
Physician assistants are responsible to the medical director
Medical Volunteers are supervised by the Clinic Assistant, Case Manager and Patient Services Co-Director
Administrative volunteers are supervised by the Office Coordinator.
jccoghslfundingform.doc
15
FYIl7 I hunan Sel> iee \gene~ Reqnest fill' Funding
ell, of Cunll\llIc. ell\. ulllma (It\, lohll"on (ollllt\.lllllft.'d \\:1\ of .Jollll"on (OIlIl1\.
Agency Name:
Section 1: Back!!round
Mayor's Y outb Empowerment Program (MYEP)
Bd. Pres Name:
Troy Thompson
Signature:
r:319-341-0!!60
" i, '.'-,~._...."..
L:crfl^"~.--~flCl.^-cL
~ c(~, ~VL~_
Address:
1060 Cross Park Ave.
Phone:
Director Name:
Colde Ikerd
Signature:
Request Completed By: Colde Ikerd
Date:
Check Your Agency's Budget Year:
1/1-12/31 7/1-6/30~
10/I-9/30L-
Local Funding SUllllllar~:
4/1 104-
3/31105
4/1 105-
3/31106
4/1/06-
3/3 li07
%of
Total
Bud et
$0
Amount received from UWJC
Does not include designated
ivin or S ecial Needs Grants
$0
$0
$0
FYOS
$2 l.l 94
$ 2.000
Ci of Coralville $ 3,045
What were local funds used for this year:
To help youth attend MYEP programs that assist youth with employment related issues.
The funds helped youth with interviewing skills, resume writing, transportation, attend
the bike shop, and a variety of other activities related to employment training. Local
funds allowed MYEP the opportunity to assist youth in volunteel'ing, job shadowing, and
securing employment throughout the community at organizations and businesses such as
West High School, McDonalds, The University ofIowa Hospitals and Clinics, Hy-Vee,
MYEP Bike Shop, Systems Unlimited, Handicare, Coralville Lake Army Corps of
En ineers, and Wal-Mart 'ust to name a few.
What will next year's local funds be used for? To assist individuals in participating in MYEP's
Youth Employment Services. This consists of career exploration, employment training,
Urban Youth Corps, or bike shop. It continues to be a struggle for young people to
compete for employment opportunities in the community. MYEP will utilize local funds
to assist at-risk youth in employment training by providing job shadowing, volunteer and
paid employment opportunities throughout the community, in house employment training
at the MYEP bike shop, paid employment through the Urban Youth Corps, and
employment workshops. The local funds pay for subsidized wages for those youth that
are not ready for competitive employment.
FY06
$20.000
$ 500
$ 3,045
FY07
$22,000
$ 2.000
$ 3.150
Explain or justifY any significant increase in funding request over last year's allocation.
Agency Mission Statement:
"Provide advocacy and support to youtb and their families who face barriers to independence."
Agency Name: Mavor's Youth Emoowerment Program (MYEP)
Summarize your programs and services:
MYEP offers a variety of services to youth and young adults in the community. We would
utilize the funding to assist youth in attending employment training workshops, career
exploration activities, and participation in paid employment through the bike shop, Urban
Youth Corps, West High School, and other local organizations and businesses. The youth and
young adults would acquire such skills as:
... Interview techniques
j> Resume development
j> Social interaction
... Arriving to work on time
,. Getting along with co-workers
... Work Quality
).. Dependability
j> Following directions
).. Time management
... Decision making
).. Team Work
The youth and young adults that attend MYEP programming have a wide variety of issues
to be addressed during their course of focus with MYEP. MYEP staff develops an
individualized vocational plan to suit the particular needs of the young person, whether it be
getting and keeping a job, learning appropriate behavior on the job, getting along with co-
workers, and arriving to work on time to just name a few. Many of our young people require
basic employment seeking skills, but others require more preparatory work that would focus
more on pre-employment skills that can be addressed in employment workshop settings. We
will have different employers address the groups to discuss the varying practices of hiring
employees, expectations, and employment practices.
Some individuals seek our services to assist them with the intentions of only helping them
secure employment. Other individuals come to our program without any employment
knowledge. MYEP staffwill assist the young person by doing an interview, application, skills
inventory and employment history questionnaire. This individual will continue along a
curriculum individualized to their needs with the final goal of securing employment that will be
best suited to the individual. Most work with the youth is done on a one to one basis with some
group settings such as a workshop activities.
List any accreditation and licensure your agency currently has. Explain.
MYEP is also accredited through the Council on Quality and Leadership. This is a
national organization "dedicated to providing world wide leadership for greater accountability,
responsiveness, and quality performance in human and social service organizations and
systems." They use an outcome based approach in assessing organizational quality. The
Council on Quality and Leadership reviewed the organization as whole, looking at all of our
programs. MYEP was given a 2 (two) year accreditation through The Council on Quality and
Leadership.
MYEP also has a certified Job Developer/Employment Services Specialist on staff that
received certification through the University of Missouri-Columbia. We also have a certified
Job Coach on staff that received their certification through APSE (Association for Persons in
Supported Employment).
jccoghs\fundingform.doc
2
Agency Name: Mayor's Youth Empowerment Program (MYEP)
Agency History (Using one page only. please summarize the history of your agency, emphasizing Johnson
County, past and current activities and future plans. Please update annually.)
. MYEP (Mayor's Youth Employment Program) came into existence in 1968 as a federal initiatiye
encouraging cities to provide summer employment opportunities for disadvantaged youth and
young adults - primarily between the ages of 14 -24.
. From 1968 through 1996, MYEP was considered a quasi-department of the City of Iowa City.
During 1996, MYEP filed for and became a 50 I C3 private non-profit corporation.
. MYEP was built around the concept of summer conservation projects, which emphasized
working in small groups to complete projects, which benefit the entire community. Such projects
have been completed in collaboration with the ARMY Corps of Engineers, Project Green, City of
Iowa City, City of Coralville, and the University oflowa. If you have been to any of the area's
parks, you have seen the results of some of these youth projects.
. For many years, MYEP operated programs funded through the Iowa Workforce Development (or
Job Service), Department of Economic Development, Community Development Block Grants,
and Department of Justice. These programs were built around the concept of youth working,
individually (as opposed to small groups), assigned to a mentor in the public or private non-profit
sector. In addition to paid employment, education was often a required component,
. As funding from some of these sources dwindled, MYEP expanded sales of services to other
organizations and agencies, such as DHS, MH/DD and the Iowa City School District, Many of
these agencies were later hit with difficult [mancial situations and have decreased or eliminated
funding available for these services.
. MYEP has provided services to a variety of populations including:
o pregnant and parenting teens
o juvenile offenders
o low-income youth and young adults
o developmentally and physically disabled youth
o youth with behavioral disorders and learning disabilities
o homeless youth and young adults
. All populations served by MYEP have a commonality - barriers to competitive employment
. Until FY97, MYEP had shared space with UAY at 410 Iowa Avenue. Growth within both
organizations made for cramped headquarters. MYEP then moved to 1425 North Dodge until the
summer of 2005 due to Southgate wanting to demolish the building for future development,
. MYEP then moved to 1060 Cross Park Avenue in June 2005 and operates the following youth
employment services:
o MYEP Bicycle Repair Shop (accepts donated bikes and bike parts; youth refurbish them;
bikes are donated to low-income youth or sold for a donation).
o Iowa City Community Bike Project in collaboration with Neighborhood Centers of
Johnson County, Big Brothers/Big Sisters, City of Iowa City, and several other entities
lends out bikes for use up to one year
o Urban Youth Corps (a summer grant funded employment opportunity for 16 to 21 year
olds)
o Career Exploration - providing youth with opportunity to learn about different careers in
the community
o A variety of employment-related, educational and counseling services
o Supported employment-MYEP pays a subsidized wage to the youth to learn valuable
employment skills in a controlled environment
jccoghs \fundingform.doc
3
Agency Name: Mavor's Youth Empowerment Program CMYEP)
Section 2: Client ProfIle
, L How many'Joilnson County residents (Including IC &
, Coralville) did your a~ncy serve?
j' 2. How many Iowa City residents did your agency serve? Unduplicated Count
,
: FY04 IFY05
83 ' 91
: 56
, 60
i
, i i
.-+---...........-----,
116 '21 j
, I i
" I
j 4 t 6
,'"3. How many Coralville residents did your agency serve? Unduplicated Count
i 4. How many North Liberty residents did' your agency serve? Unduplicated Count
i Age (use agency's
i breakdown if needed)
i 0-5
f6-I7
118-29
i
130-61
i 62-75
, >75----
I Etbnicity (use agency's breakdown)
i
175
I 12
12
12
I
- - -~
I
I
i
.82
"9
[35
i 56
I
T Caucasian
I African American
HIspaniC
1 Asian
:
i
,
- --'
!
Identify what services are included in Client Profile: These are only Johnson County individuals
served through the MYEP Employment Services Program.
3. Briefly describe your service population.
MYEP provides services to youth, young adults, and their families that have a variety of
"disadvantages" or considered at-risk, which can be low income, physical or mental handicaps,
single parent household, juvenile offenders, homeless or runaway youth, school drop outs or at risk
of dropping out of school, behavioral disorders, learning disabilities, etc. The commonality is that
MYEP is able to assist our population of youth in developing their employment skills on an
individualized basis. MYEP tends to see the most difficult to place youth for employment thus it
takes much patience, perseverance, and commitment on the part of the staff, youth, volunteers,
businesses and the community to see it through to the end.
4. How do you determine eligibility for services?
MYEP has an intake process that requires individuals seeking our services to fill out forms with
various questions pertaining to eligibility. Many youth seeking employment assistance must meet
the eligibility of being "disadvantaged" which has a rather lengthy definition. "Disadvantaged"
may include the following, but is not limited to only the following: low income, physical or mental
handicaps, single parent household, juvenile offenders, homeless or runaway youth, school drop
outs or at risk of dropping out of school, behavioral disorders, learning disabilities, etc. For
example, the Urban Youth Corps Grant requires that the individual be between the ages of 16 to 21
who face barriers to employment.
5. Are there fees for your services? Yes_No X
If yes, please describe your fee structure:
jccoghslfundingform.doc
4
Agency Name: Mavor's Youth Emoowerment Program (MYEP)
6. A. Do you provide services in the small communities and rural areas of Johnson County?
Yes. Due to the nature of oW' programming, it is some what limited by oW'resoW'ces.
Area(s) served: Tiffin, Hills, North Liberty, Lone Tree, and Solon.
Services Provided:
Youth receive employment training opportunities and pre-employment training opportunities
according to their individualized need. The youth have the opportunity for MYEP to assist them
with employment training through the Urban Youth Corps, MYEP Bike Shop, Iowa City
Community Bicycle Project, and collaborative efforts with local organizations and businesses.
B. Do you provide services to areas outside of Johnson County?
Yes, particularly surrounding communities. Because of the nature of the after school programs,
this primarily takes place during the summer months. We attempt to attract individuals from
surrounding counties as well as Johnson County by distributing our brochures to locations within
these counties.
If a referral comes from another county, MYEP will attempt to serve them or direct them to
another provider that can best serve their needs.
Area( s) served:
Washington, Iowa, Linn, and Cedar.
Services Provided:
Youth receive employment training opportunities and pre-employment training opportunities
according to their individualized need. The youth have the opportunity for MYEP to assist them
with employment training through the Urban Youth Corps, MYEP Bike Shop, Iowa City
Community Bicycle Project, and collaborative efforts with local organizations and businesses.
Funding sources for services outside of Johnson County:
The Urban Youth Corps is a grant funded program that allows individuals between the ages of
16 to 21 obtain employment skills during an eight week program in the summer. This funding
comes from the Iowa Department of Transportation to assist disadvantage youth and young adults
in the area of employment training.
jccoghs\fundingform.doc
5
Agency Name: Mavor's Youth Emoowerment Program (MYEP)
Section 3:Communitv Relations
I. How do you assess satisfaction with your services?
(a) Client - Attendance in programs, surveys to individuals and families, referrals being made
from current clientele, and complaints regarding programming.
(b) Community - Contract renewals from funding sources, renewal and on-going partnerships
with community entities, surveys, evaluations of programs, referrals from
community partners, and face to face discussion regarding programming and
services.
2. Briefly summarize your findings:
Our Urban Youth Corps summer employment program had over forty (40) applicants for
eight (8) to ten (10) positions. Many of these applicants are through word of mouth. Enrollees
from the previous year, teachers, and probation officers are calling in March to request applications
for this particular program. In addition we did a survey with our youth, parents, and worksites and
found that 94% were satisfied with the services they were receiving with MYEP. There did seem
to be one over all concern and that was the lack of funding to be able to subsidize more youth
and/or more hours per youth. We are renewing contracts with community partners, securing grants
and grant matches from community partners, continue to expand our collaborative partners, and
continue to receive referrals for our Youth Employment Services.
3. What changes have been made in response to these findings?
We work closely with our families, referral sources, cients, funders, and community members
to assure that they are satisfied with the services. The director, staff, and board members of MYEP
are taking the opportunity to sit do\\'TI and visit with families, referral sources, clients, funders, and
community members to assess the satisfaction of the services. MYEP staff and board members
take every opportunity that is available to educate the community about our services and participate
in as many community activities as possible.
MYEP sends out a newsletter to over 250 individuals and community entities to keep them
informed of the happenings at MYEP. Additionally, we have developed and implemented a
current web site that will keep the community, constituents, elected officials and supporters of
MYEP apprised of our events and activities throughout the year.
In addition, MYEP continues to develop our relationship with the Workforce Investment Act
(WIA) Youth Services program to increase the possibility of funding additional youth through a
possible partnership or contract endeavor. The W1A individuals are very interested in the MYEP
Bike Shop as a possible work site endeavor that would benefit both organizations.
Also, MYEP has stepped up our fundraising efforts in order to secure additional funding to
assist with our programming endeavors. In May 2005, MYEP held our annual fundraiser. It was a
huge success and we will continue to utilize this avenue to raise awareness in the community
regarding MYEP's programs in addition to raising money to assist with these programs.
jccoghs\fundingform.doc
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Agency Name: Mavor's Youth Empowerment Program (MYEP)
4. Who are your referral sources to your agency? Please list the main sources and estimate the
percentage of clients that are referred by each source.
% of clients referred
35%
! Source of Referral
! Iowa City Community School District
I Parents/Self Referral
34%
Juvenile Court Officers
18%
DHS/Current clients/word of mouth
13%
5. What other agencies/organizations in Johnson County provide similar services to the same clientele
as your agency?
Workforce Investment Act/Job Training Partnership Act and Super Senior Project.
6. Describe what distinguishes your agency and/or its servIces from other agencies that provide
similar services in Johnson County.
Our employment services are available year round to individuals seeking employment or
assistance with resumes, interviewing, conduct, etc. MYEP is able to work with youth on a one to
one basis which provides for more intense and focused vocational plans for the individual. MYEP
owns and operates its own bike shop to assist youth with developing work skills needed for
employment in the community. The bike shop provides the ability for MYEP to do skills
assessments in house before making the transition to competitive employment in the community.
MYEP is also collaborating with the Neighborhood Centers of Johnson County, Big BrotherslBig
Sisters, City of Iowa City, and Bicyclists of Iowa City (BlC) on The Iowa City Community Bike
Project which is able to incorporate youth employment and training.
MYEP also receives a grant (Urban Youth Corps) that is targeted towards 16 to 21 year old "at-
risk or disadvantaged" youth. This grant is an 8 to I 0 week suntmer program of physical labor
working out doors. The grant requires employment education in which the youth are assisted with
filling out applications, resume writing, interviewing skills, appropriate dress, and conduct on the
job. The youth are mentored by MYEP staff as well as job site staff on all of the above
employment activities.
MYEP has been doing youth and young adult employment services for thirty-seven (37) years
in Johnson County. We are able to utilize these years of community experience to develop and
expand our services to meet the changing needs of the youth in the community.
j ccoghs\fundingform.doc
7
Agency Name: Mayor's Youth Empowerment PrOgram (MYEP)
7. Outside of referrals, list up to 3 primary collaborations. Briefly describe tbe nature of each
collaboration.
Briefly describe
I Collaborations
I
I 1. ARMY Corps of Engineers
I
,
!
i
1. MYEP and the ARMY Corps of Engineers
have been collaborating for approximately
eight years in regards to youth employment.
They serve as a work site for MYEP at-risk
youtb tbat are subsidized tbrough tbe Urban
Y outb Corps Grant. In addition, the ARMY
Corps of Engineers has hired some oftbe
youth tbat participated in our summer Youth
Employment Services program.
2. Youtb Development Group
2. This entity was established through a grant
to assist the community come togetber to
I create the best services for youtb with the
youtb being a key factor in the input and
I decision making process. MYEP participates
in meetings and activities to give input and
receive information regarding the current
status of the needs of youtb witb in tbe
county.
3. Iowa City Community School District
I 3. MYEP collaborates witb tbe ICCSD
particularly tbe West High Janitorial staff to
assist youtb witb employment training
options. We are able to provide tbe
subsidized wages for at -risk youtb and tbey
are able to be the on-site supervisors and give
tbe young people opportunities to learn
necessary em 10 ment skills.
jccoghS\fWldingform.doc
8
Agency Name: Mavor's Youth Empowerment Program (MYEP)
Section 4: Stratel!ic Planninl! and Al!encv Effectiveness
1. Descrihe up to 3 challenges/opportunities your agency is currently facing and how your agency is
addressing them. (e.g., general trends, staffing, finances, service delivery)
I Challenges/Opportunities
i l. Board Expansion
Strategies
1. CWTent members recruit
2. Staff recruits
3. Past consumers to participate
4. Strategic planning session to define
board member roles
5. Opportunities for board member
training
6. Develop diversity through planned
recruitment efforts (i.e, financial
expert, employment expert, etc.)
7. Participation as a member of the
Chamber of Commerce
2. Community Awareness
Monthly Newsletter
Speaking Engagements
Collaborative Efforts (Iowa City
Bicycle Project)
Board Member presence in the
community
Participation in Community events
Web site developed and implemented
Positive publicity
3. Fundraising Efforts
Establish a yearly traditional
fundraising event/s
Secure sponsorships for event/s
Collaborate with other non-profit
entities (Neighborhood Centers)
Develop a data base of individuals
willing to donate
Direct Mail Campaign
Publicity of events
Fundraising Committee
,
In what way will the needs of your service population change over the next five years?
The needs ofMYEP's youth will continue to expand due to the loss of funding for services that
they need. In reviewing the economic state of funding, there continues to be less money to serve
more individuals, leading to an even greater need. There will be an even greater need for
employment training for our service population in light of the current natural disasters facing
families. Youth continue competing with educated adults for the same position. Youth
j ccoghslfundingfonn. doc
9
Agency Name: Mavor's Youth Empowerment Program (MYEP)
employment needs will never go away and we believe will become greater due to tough times in
the economy. Employers are wanting to hire individuals that require less training on their part and
in addition they would like to see less turnover. Thus, youth seeking employment will need to be
more thoroughly trained with the hard skills, such as counting money, working a cash register in
addition to the soft skills of showing up to work on time and getting along with others.
3. How do you plan to address these changes?
MYEP is involved on the Workforce Investment Act (WIA) Youth Advisory Council (Y AC) to
keep abreast of the changes and needs of youth regarding employment training. The Y AC
committee continues to seek out a certification process that would be widely accepted by
employers to assist with hiring and job retention for positions needing to be filled. Seeking out
grants is always something that is being done at MYEP. MYEP has become more aggressive in
our fund raising efforts to assist with funding individuals that "fall through the cracks" and don't
seem to be able to secure assistance any where. We plan on utilizing City and County funding to
catch some of these individuals that are "falling through the cracks," and need the Youth
Employment Services that MYEP is able to provide.
4. Identify your desired client outcomes (what do you hope to achieve for your clients as the result of
your services?).
MYEP's desire is just as our mission statement says; we want to "Provide advocacy and
support to youth and their families who face barriers to independence." We want the
"disadvantaged" and/or at-risk youth of Johnson County to learn employment skills sufficient
enough that they can compete adequately for competitive employment throughout the community
and earn a livable wage in order that some day they will be independent tax paying citizens of the
community. It is our position to teach these young folks the correct steps and processes that are
necessary to live their life and secure employment at local businesses in order that they can help
the community grow by earning a wage and spending that wage in this community. It is our
expectation that if the individual works through one of our subsidized programs they will dress
appropriately, communicate appropriately, show up for work on time as well as just show up to
work 95% of the time they are scheduled. As our program is geared to each individual, the length
of time on a subsidized wage will vary due to the individuals knowledge and abilities with
employment. Once they complete their subsidized work v,ith MYEP we will assist each individual
with securing a competitive job within the community. When placing an individual in a
competitive site we expect the individual to remain employed in one location for at least two (2)
months. We will follow this individual in their competitive employment endeavors, but at a less
intense pace.
5. Describe the evaluation methods you use to measure client outcomes and/or the success of your
services?
MYEP evaluates each individual client according to their Individualized Vocational Plan that is
established. As stated earlier. each individual comes to MYEP with different needs. The ultimate
goal for each individual is to be able to leave MYEP with employment skills that will secure them
a competitive position within the community. When placing an individual in a competitive site
after receiving subsidized/employment training through MYEP we expect the individual to remain
employed in one location for at least two (2) months. We will follow this individual in their
competitive employment endeavors, but at a less intense pace. We also evaluate the individual
jccoghs\fundingfonn.doc
10
Agency Name: Mavor's Youth Empowerment Program (MYEP)
regarding the skill sets that they have when they start and finish with MYEP. For example, an
individual may be interested in working as a receptionist, but have no skills in this area. At the end
of the subsidized time with MYEP the individual will have learned some typing skills, computer
skills, phone skills, etc. This is a continual process through their enrollment time with MYEP and
is done with the assistance of the work site supervisor.
In order to evaluate the success of our Youth Employment Services Program we utilize surveys
given to the consumers, parents, staff, community members, and funding sources. This helps us
determine the areas of needed improvement and the continuation of what we are doing
successfully. Also, in June 2004, The Council on Quality and Leadership did an accreditation
review and gave MYEP high marks with a two year accreditation. These are all outcome-based
measures of success. MYEP looks at the number of referrals that it receives on a yearly basis,
attendance in programs, completed resumes, completed applications, number of job shadowing
experiences, volunteer hours, and placements in the community.
6. What client outcomes have you achieved?
Of the ninety-one (91) Johnson County residents served through the MYEP Youth Employment
Services Program, 95% completed the application process. We were able to help 96% of these
individuals with a variety of our services such as resumes, job shadowing, volunteering, subsidized
employment, competitive employment, interviewing, etc.
We continue to receive referrals from the local schools, Juvenile Probation Offices, and other
sources that indicate that are services are valued within this community. The summer 2005 saw a
100% completion in the Urban Youth Corps program with all individuals that started the program
also completed the program.
7. How do you plan to use the evaluation results to enhance/extend YOW" services?
MYEP plans on continuously surveying the consumers, parents, staff, community members,
and funding sources in order to assure the quality of our services. We will utilize this information
to improve/change our services in order that they are meeting the needs of the individuals involved
with MYEP. The surveys, feedback from funders, and quality assurance checks have assisted
MYEP with the issue of what it is that needs to be tracked in order to adequately demonstrate the
quality services that we provide.
MYEP would like to continue to refine our services in order to work with the local business
and the WIA Y AC to establish a widely accepted skills set certificate. This would have everyone
on the same page and we would all work towards the common goal of assisting the young people
develop the necessary skill set that the businesses are wanting. In turn, this would require less
training for the business as well as decrease the turn over rate.
8. How do your programs/services impact the community?
MYEP provides programs/services that keep youth in the community involved in positive
activities in a safe, healthy, and nurturing environment. Thus, these youth are not out on the streets or
left home alone to fend for themselves while their parents are at work. We work with these individuals
to teach them employment training skills that will assist the business community in spending less time
jccoghs\fundingform.doc
II
Agency Name: Mavor's Youth Empowerment Program (MYEP)
on training and reduce the amount of staff turnover. It is imperative that these young people acquire
the necessary work skills in order that they are a productive member of our community. These skills
will be there to assist them throughout the rest of their life. These young people are the future of our
community and we feel that we are assisting in preparing them to be productive tax paying citizens that
will be active members in our society that will give back to the community by spending their hard
earned wage in Johnson County
9. How did the agency respond to the UWJC recommendations from your last review?
N/A
jccoghs\fundingform.doc
12
Agency Name: Mavor's Youth Emoowerment Program (MYEP)
Section 5: Board Governance
1. Please provide a board roster with names, town, occupation, term and end date, officers and
committee assignments. (Attach as Appendix A)
2. How often does your board meet?
At least monthly, sometimes twice per month.
3. What is your average attendance at board meetings?
6 members
4. How is the board involved in strategic planning, fund development, and governance ofthe agency?
On September 27, 2005, MYEP staff and board utilized University of Iowa Professor, Paul
Retish, as a facilitator to assist with a strategic planning session. The MYEP board and staff spent
a significant amount of time looking at responsibilities of the board versus the staff. This was
extremely helpful to all concerned as it defined the roles of everyone present. We spent some time
discussing fundraising, financial responsibilities/requirements, and the future of MYEP. MYEP
continues to grow and expand its board of directors and many new faces have come aboard, thus
the need for a yearly strategic planning session is imperative as well as the follow up which will
take place at a later date.
MYEP's Board of Directors is directly involved in asslstmg and approving the budget,
fundraising efforts, recruiting potential board members, fiscal accountability through financial
reports, policy development, and participating in the strategic plan for the organization. In
addition, every member is expected to participate on the committees that they can provide the most
expertise to.
The MYEP staff and board of directors continue to focus on the following:
~ Expand services and programs
, Continuation of fundraising efforts
~ Continuation of collaborative efforts
'" Continuation of marketing plan
5. What type of train in glori entation do board members receive?
The Agency Director and/or the Board President meet with each prospective Board Member
before a commitment is made to join the board. The following information is provided in a binder:
, Budget
~ Program Information
, Agency History
... Staff
'" Policies and Procedures
, By-laws
'i' Articles ofIncorporation
;... Past Minutes ITOm Meetings (at least 3 months)
'" Current Board Members, place of business, committee assignments
jccoghs \fundingform.doc
13
Agency Name: Mavor's Youth Empowerment Program (MYEP)
The Board President and Executive Director discusses the responsibility of the Board using
materials for serving on non-profit boards.
6. Does your agency have written policies and procedures for financial management? If yes, date of
last board approval? .-2L~
7. Have you filed the bi-annual report with the Secretary of State? If yes, date filed? 2005
8. Have you filed the IRS form 990 for the most recent year? If yes, date filed? No.
MYEP's FY05 has just ended and our audit has not taken place at this time.
If no to questions 6, 7, or 8, give explanation.
9. Does your agency have a yearly audit? Yes X
If yes,
Who completed the audit?
Greenwood and Crim
No
How much did the audit cost?
$3,100
If material weaknesses are noted in the audit, what is your plan for addressing them?
None were noted.
If you do not have an audit, what is in place to assure accountability in the agency's financial
management? (Give specifics of financial practices/financial review procedures)
10. Insurance Coverage: (check what coverage your agency has)
Insurance Check if agency has Amount
Directors & Officers
a. fiduciary liability X 1,000,000
b. emplovment practice liability X 1,000,000
General Liability X 1,000,000/
I 2,000,000
Umbrella Liability
Professional Liability X 1,000,000/
2,000,000
Property or Renters X 50,000
Vehicle X 500,000
jccoghs \fundingform.doc
14
Agency Name: Mavor's Youth Empowerment Program (MYEP)
Section 6:Personnel and Staff Development
I. State the length of employment of the Executive Director and his/her qualifications.
Cokie Ikerd has been employed with MYEP since January, 1991, in a variety of capacities.
She was hired as the Executive Director in November, 2002. She has a BA in Psychology, and
an MBA degree from the University oflowa. She opted to take elective classes during her
MBA studies that would lend itselfto the non-profit arena, such as "Training and
Development," instructor Jude West and "Non-Profit Management," instructor Sandy Boyd.
She is a certified job developer, received training in grant writing, fund-raising, human resource
management, and financial management.
2. Staff Salaries & Benefits (for the entire agency)
Check if Applicable .
I Retire- Full-Time Equivaleut
I Paid Health Current Salary Range lITEs
ment
Position Leave Ins. Plan Per Position Last This Next
Year Year Year
Executive Director X X X $39,000 to $43,000 I 1 I
Waiver Services X 'X X $30,000 to $35,000 I I I
Coordinator
Bicycle/Program Specialist I ' $8/hr. to $ JLlhr. .75 .75 .75
Support Care Staff $8/hr. to $11/hr. 3.97 4.50 4.50
Crew Leader' $9/hr. to $ I 1/hr. .15 .15 .15
Employment SpecialistIJob $8/hr. to $12/hr. .24 .25 .25
Coach
Summer Staff $8/hr. to $ I J /hr. 3.45 3.50 3.50
I I I
I I I !
I 1
TOTAL FTEs 10.56 11.15 11.15 I
,
I . .
The Crew Leader IS a grant funded posttlOn for the summer Urban Youth Corps program. It IS an
eight week program.
jccoghslfundingform.doc
15
Agency Name: Mavor's Youth Emoowerment Program (MYEP)
3. If serving multiple counties, how many FTE's serve Johnson County (include administrative and
direct service staf!)? Approximately 9.79 FTE's serve Johnson County for all of M\TEP's
programs.
4. How much was spent on staff development in the last fiscal year? $1,432
5. How much is budgeted for staff development in this fiscal year? $2,000
6. What training and support opportunities are offered to staff?
All staff is constantly researching and reviewing training opportunities that will lend itself to
MYEP providing quality services. Staff is continuously encouraged to participate in any relevant
training that would assist in their ability to perform their job at MYEP. All relevant training
opportunities are reviewed by staff and decided if and how many staff should attend. Some of the
training opportunities MYEP encourages/requires are the following:
}o- CPR
" First Aid
';- Blood Born Pathogens
" Mandatory Reporting
r Employment related training/seminars, such as child labor law issues, policies and
procedures, employment specialist training, job coach training, job developer training
(MYEP has one individual on staff that is a certified job developer and another staff that is
certified in job coaching)
7. (a) What is your turnover rate (for last complete FY) for direct line staff?
The turnover rate for the direct line staff that deals with our Youth Employment Services is
O. The individual/s that partake in this particular program have been with MYEP for a
number of years.
(b) Issues and concerns about turnover rate?
MYEP has been fairly successful in keeping individuals employed. After all we do teach
employment related skills, thus we practice what we teach.
(c) What has your agency done to address issues and concerns?
N/A.
7. Please attach current organizational chart as Appendix B.
8. Comparing the last complete fiscal year to current fiscal year, what was the average % wage
increase? The staff did not receive any increases during FY05.
No
brief eXDlanation
MYEP has a Personnel Policy and Procedures Manual that !
every board member and staff is given a copy of to keep. I
I
I
10.
I Does your agency i
I have personnel I
policies? '
) f yes, dale board
last reviewed?
Currenllv reviewino
Does your board
annually eval uate
the director's
Yes
X I
,
,
9.
X
The MYEP Board of Directors annually evaluates the
Executive Director's performance. They seek out input
from the staff, board members, community entities, funding
jccoghs \fundingform.doc
16
Agency Name: Mavor's Youth Emoowerment Program (MYEP)
12.
performance? sources, and collaborative partners to effectively evaluate I
the Executive Director's performance within the
I I organization and community.
I Does your agency I X Every position within MYEP has ajob description.
! have job ,
descriptions for I
every position?
tfyes, date oflas!
board approval?
03/02
Is there an annual I X Every staff member is evaluated at least annually and more
performance frequently according to the MYEP Personnel Policy and
review for every I Procedures Manual
staff? I
I I
11.
jccoghs\fundingform.doc
17
,Agency: Mayor's Youth Empowerment Program (MYEP)
__ ~._,___._......___ __.._ .___ ...._u_.. . __....____n'__m_ .._____._,_... -,- ----- -....-...--,---- ---- ---.- - -..-
___... ______ ___ . ___ __n'__
. Sectioll7:Yinancial Management..
-- ---- --
A. Three Year Historical Balance Sheet
-- .----
(As of your fiscal year-el1!lL
-
FY02
FY03
----
FY04
Current Assets
Cash
Investments
-- -- -- ------ --------
Recei'{ables~9()days .__
Other
--- .---
Total Current Assets
Other Assests
. . -
Pro~erty
_" __...... _un
EC1uipment
le~s c!epr~ciati()n
Vehic;lesl~s~d~preci13ti()n
Receivables> 9()days n
Other
Total Non-current Assets
u_ ________
Total Assets
. .._____'._____.n _,_______ ___
I $107,6~3 $41,415, $76,344
-- H $75,()OO :$.101,453 i
j.l02.,070.. -$2~8-,~2~.'=H9b,18~-
.. ~4,412 $4,962! $5,420 Tn
$214,135 $349,600-$373,400
____ __n._ _____n_ ..._..__ ...---- t-..----- ---.----.... ----
I
,-----
.. $5,124_ . .$3,()11l
n i_~1,2~1 $916
-
$1,562
_$7.89~
! --
---- -
.... $6,365 _ $3,934, $9,458
$220,500 $353,K34--r-$382,858
-
FY02
-..--
FY03
FY04
- - --
- ..
Current liabilities
____.___ ___ - ___ _00"'- _____
Ac.c:ount~Payal:>l~._n .
F>Clyroll ~()sts_F>aY.<1EI~
Contracts Paya.ble .
. Mort.ga.ge Piiya.b1e-6 11l()l1ths .-
Total Current Liabilities
____.. _____n_ ____,.____ --.,-----.--,.~_.-
Other Liabilities
-- .
--- --- -
Mortgage Payable-Balance
Other
____ . .un__ ____ __ - -- -- --------.---
Total Other Liabilities
..__u. _.._____...._,_____ ___ _n.._ ----,'--
Total Liabilities
______m__n__'____ ____ -----
Net Assets
-----....--.
$8,217 .....$_9,3l3tl.L_ $8,947
~19J90 .$J:l9,Q92_ $12_0,868_
,.___ ___.J
---"---- .
.$27}1L $1.08,480_ ~129,8J5
$2,063J2,0~3 . _i.1..2:()()
d.$2,063 1 $2,063! $1,200
un.. .$29~380T $116~543T $13-1 ,015
--l -.- _..n.. ..____._____ -_ n_ ---.----....------ ----;-----.. --- --_.'--------- ....,,-:----
.~191 120 $~4~,991! $251,(l43
Liabilities & Net Assets
. $220,500 $353,534 i $382,858
~genc}': Mavor's Youth Emoowerment ProQram IMYEPI ~
Financial Information is: I x ]"ntire ag"ncy~__Llcou~ty SjJecific ~
FY06 FY06
Last Yr Current Yr I
-- - -- ~
_llprogram_ specific
FY07 ,
Next Yr i
~. _lnC:,l:)mE!' & E~p~!1ses
Income
Lq~,1 F~!l~J!:l~ ~qyrc_e~
Coralville
_Iowa City
_Johnson County_
~ United Way: Allocation
_ D""ignate(jGi"lng
R284 $3,071~3,_175
$20,895 I $20,50ili $22,375
$1,500 '
$0
$8751 ~~ _$],125 __
$0 i
$0
Grants-Federal, State, Foundlltion
Net Sales of Service
Net Sales of Materials
__n'_'_ ,---- -- --
----~
,
_$1,323, $1,3QO,j ~__$1c30(} _ __ __ ~ _____
i addition of a youth mentoring grant and an
, $47 ,83~ ' ~ m,OOQ1-__$4]jl60!lldul1dayhabgrant
_ $429,558 '$43Z,93() 1-$462,040 . Exp_ansiol'1of programs
_$3,400 ~_g500 i
$1<\,5001 $16,000,
$3,281
--------1
_$13,~~9 ~_
_ Contributic,"s/Fundr"isln_L
Investment Income
$1J50J
$2,000
--,
I
I
_$2,200 i
T otallncome
-- I
$522,3641- $5_56,576 i-$5!i5,675
, ,
Other
!=Xp,!_~_s~~__
~ V\'-ages_& Salari_es
_______ n______,':_ _..___..___.._________+____ . -..------- -----,--.
$36Q..559_$~!l5,O~, $386,030 '
Benefits
Occupancy ~
Non-occupancy
Other
$60,054 i - $64,Q58-i-
$12,754! $43,5()0'
I increases due to health insurance
~ $61;,900_ increases
_ :;40,~3 l:~g~~~~ g~~ 19 ~2;~~~WonlJioay~aD
$60,358 :grant
- - !
$56,104
$74,833 i
~ I
,
, ~
,
i $509,470 ' $567,481 I $553,329
- ______ ____u_ ~_ m___ ________j-___________j
C, Fund Balance
Revenue
$_5]2,364: ~556,!;76:$555P5 i
$12,8B4! $1,989
",--------.-- - --- ---1-----
~~rry()xe!J3~I!I_~c~JfO~_.Pr~y_l()u~__.Y~~r __,
_ Total QperlltingE>udg.,t
I $522,384 , $569,470 ' $557,684
-- -,------------ ---------~-----------------'I--------------' -----
Less Iota I Expenses
EndingfundJ3al,,~ce__
Less Restricted Balance (explain)
Car over Fund Balance
:$5J)9,470 $56_7,481_! $55},329'
$1~,894~ ~~1,989,$4,3;35 ,
$12894
$1 989: $4 335
D. BdtDon_C?r/Fu_~_~er: 8~~rlcte~:tFuI1Q~___
IOVw'a Department o:f Transportation
c:;orp!iof Engineers
\/ari~ty- Th;~hild-ren'~: Charity 1
MH/DD Teen Place
_Y_quth__M~_l"!tl?~jn9._Gfal"!t __
Push America G~~nt__
Fun~raisjl1g
_ pes_i9_1!~~~ lor:
: Grant Purpos_es
j~_~ant E_l:lrpl?!!~S_
iGrarit Pljrpo~~s
'Contra~ pu.rpose_s
-'I G_~!nt~uJP-l?S~S
~G@nt f=-'_urpo~~~_
! New F~~~_ity
i
!o~1 ~es~ri~t~,[j_ f~n_d~
~. III Kinct.~lJPp~rt:__
,board members, work study,
youth advocates, community
I service, parents, Americorp
__L~~~t:D~~~2-,_~~..__
bikes, refrigerator, building
! supplies, food, equipment for
lfundraisier, etc.
: ~9~h9at~3~---
Servi~_~1Y..9!!I_Q!~l3:r~
Ma~efial GQ?~S
~pa~.!._~ti!j_!!~S, ~!~
Other:JPlease lootnote)
_ Total In-kind S~pp()rt_
F. Grants
~~a J2t9ipart'!lent _o.~ T~!!~pqf!ation_
Variety~The Children's t:;harity
Pilot CJub
Y~ll_th Mentoring _Grant__
DHS,Adu~ Day Hab Grant
Push America Grant
T~~! ~ral'lt!l:_
_p~~riptiQ!1tp'_urp~e
n_ !~_t-ri~t~. XQl!th ErTIP!()Y!)1~':It
!.van_,_E:q~ip~ent
~ ~quJeI11~rlt
__ :y.C!u!_~ M~rlto.ri~9.
_ JStartuup olQay Hap.P",gram
i S_e.n~ory ~oom
_ _:Ag_Eln_cy: 1\4~~rSYOtJtl1 E;~pC)Werment_Progr8r~lJMYEP)_
10./1)4-9/0.51 1 o./o.H/()6' 1 o.f~6'Il/o.!' _ u
$22,960 $22,960. ,$22,950 ,
. $10,000 $10,()O0 in $10,00.0
$0 '$.0 $20,000
.,,$_13, 106_u $14,000] $14,000 i
, $12,500 :$10,263 '~ll,OOO
-r______m _______f --- -- ------- - ---,--
. j1,200, u~l,175: 50 '
$6,000 I $.0_ _ $0
-----~I
,----
~65,766..! $58,3911-, $T7,96.0
,
~ast 'f~~~ i This Ye.~!,Ne~t Year
:!.1!l,853_i$20,5o.O :.$.30,000:
,
n:!.10,00D ,
:!.MOO 1
,
$10~000 i _
$6,000.
$9,!l76 i
.! n8cOOO~
_}47,729 1 $36,500 $46,QOO
I
~!!t 'fe~.r LThJ~YeaI ! ~ext _y~~.r_
$22,960_ $22,960 $22,960
$0 $0 $20,000
$0 ' $0 $2,000
, $12,500, $10,263 $11,000
$0, $27,000 $0 I
.----------."--1--- ----
$1,200: $1,175 $0
_~~6,66o.' $t;1c39a S55,geo.
---- - --
'f\I!XE,P Y!i~L~~_~_~E.rl1!.ttj!1g .l!_~~~tJ~!_~_~I'D~~~_~e!l_g~r van .frq~'LY!iri_eJY_qwLrm.fY07--=_. ..-
2~YJ;~ _is re_~~ar9f:lifl9t.1!~__P~l3;_~_i~ility of ~~Lv_j'!9_ _~r1_ ~.!!I~rJ~l:l:rp '{Q~_nt_t9i~~: __ j --- --- - ~ .~----
3MYEP current! a s $2 50D/month for a facilit with a market rent value of at least 3 OOO/month.
Ag"ncy: Mavor's Youth EmDowennent Proaram IMYEPI ~
Financial, InformaUonis: JLentireagency 1 Jcounty specific
FY05 FY06
Last Yr Curront Yr
[ X ] program_specific;
FY07
Next Yr
B, Income & Expenlles
Income
_hocal Fundir1~SoLJrce-" ____
Coralville
low,,-City
Johns"n County _ __
Unitedvvay ~ Allocation
$2,284 I n $}.07_1 ~3,175
gO&9.5~ _~~O,500_! ~_ ~2~,375i
$1,500 I _ ~J875 i ~2,125l
---- !
$0
---I
_ $0'_
J32~960_1
$0
$0
$0 ~O
$0' $0
-- - - I
$32,960 I $32,960
- -iol- $0'
$0 I _$0 "
.. _ ~Designat"d9iving
Grants~F_ederal" State, I'()undati..on_
Net Sales of Service
Net Sales of Materials
-- -----, ---.. ---
~ ~
--1-
_~2,OOO ~~ ~ l2,5_001 $3,000
_g_Qn!!:tbu_tion~-'F ~~~I~_isi~g
Investment Income
$0,
_$0
~o'
Other
Total Income
$59,639 $59,!l06, ~63,635! ~
Expellses
_W~ges & Salaries
Benefits
_l45,217 $45,650 ; $48,900 ,
~-~ -
$8,739 ; $8,756, .. $9,135
$0 - _~.Q__l ~ -~ $0_:
$5.611a $5,500 $5,600 I
- -...- $59,1339 $59,90f3 $63,635 I
Qccupancy
_ Non-occupancy
Other
Work:
Occupation:
Term:
Committee/so
Lisa Bruns
Address:
Work:
Occupation:
Term:
Committees:
MYEP BOARD OF DIRECTORS - OFFICERS
September, 2005
Appendix A
Pete Gardner
Address:
Work:
Occupation:
Term:
Comm ittees:
Treasurer
2132 Glen Oaks Drive
Coralville, Iowa 52241
Meardon, Sueppel & Downer. P.L.c.
Attorney
2003-2006
Finance
Nominating/Board Development
Vice-President
33 Modern Way
Iowa City. lA
ACT
Human Resources
2003-2006
Facilities
Fund Raising
Nominating/
Board Development
Executive
Troy Thompson President
Address: 1142 Emily Ct.
Iowa City, IA 52246
Iowa State Bank & Trust
Second VP Commercial Lender
2003-2006
Finance
Executive
NominatinglBoard Development
Fundraising
Marketing/Public Relations
Work:
Occupation:
Term:
Committees:
Derek Dallmann
Address: 1615 Ridge Road
Iowa City, IA 52245
Self Employed
Marketing
2004-2007
Marketing/Public Relations
Nominating/Board Development
Ann Browning
Address: 326 Windsor Dr.
Iowa City. IA 52245
West High School
Teacher
2005-200&
Facilities
Nominating/Board
Development
Work:
Occupation:
Term:
Committees:
Kim Downes
Address:
Work:
Occupation:
Term
Committees:
Bert Eide
Address:
Work:
Occupation:
Term:
Committees:
2630 Rochester Ave.
Iowa City, IA 52245
Merit Electric
Accounting
2005-2008
Fundraising
Nominating/Board Development
Finance
Marketing/Public Relations
4092 Kansas Ave. SW
Iowa City. IA 52240
ACT
Human Resources
2005-200&
Nominating/Board Development
Facilities
Agency Name: Mayor's Youth Empowerment Program (MYEP)
Appendix B
MYEP
TABLE OF ORGANIZA nON
MYEP Board of Directors
President, Vice-President,Treasurer
Plus, 4 Directors
Funding Clients
Parents
Sources Referral Sources
Executive Director ~\
Waiver Services Administrative Program Assistant
Coordinator Personnel IDOT Crew Leaders
Volunteers Bicycle Repair Specialist
Summer Staff
Support Care Staff IDOT Assistant Crew Leaders
Job Coach Bicycle Shop Youth
Employment Specialsit Volunteers
Summer Staff
Volunteers
I
Youth Employees
Program Participants
Youth Employees
Program Participants
, FY07 Human Service Agency Request for Funding
Cih ofCorah'ille, City of Iowa City, Johnson County, United Way of .Johnson County
S~oDl:Bac~und
Mid-Eastern Council on Chemical Abuse (MECCA)
Agency Name:
Address: 430 Southgate Avenue
Iowa City, IA 52240
Director Name: Arthnr J. Schut
Bd. Pres Name: JefJEdberg
Request Completed By: Ron Berg
Check Your Agency's Budget Year:
1/1-12/31 7/1-6/30~
LuralI ullthng SIlIllIll.lr~:
Amount received from UWJC
Does not include designated
giving or Special Needs Grants
MECCA
ICARE
City ofIowa City
MECCA
ICARE
Johnson County
MECCA
ICARE
City of Coralville
Phone: 319-351-4357
Signature:
Signature:
Date: September 30, 2005
10/1-9/30_
4/1104- 4/1/05- 4/1/06-
3131/05 3131/06 3/31/07
$53,797 $59,179 $70,000
$41,158 $43,179 $50,000
$12,639 $16,000 $20 000
FY05 FY06 FY07
$35,660 $36,730 $40,000
$27,221 $28,038 $31,000
$ 8,439 $ 8,692 $ 9,000
$324,635 $325,000 $340,000
$324,635 $325,000 $340,000
$0 $0 $0
$3,390 $3,490 $4,000
%of
Total
Bud et
1.1%
0.60%
5.40%
0.06%
MECCA $2,180 $2,280 $2,000
ICARE $1210 $1,210 $2000
What were local funds used for this year: Substance abuse treatment, detoxification services, and
prevention services.
ICARE funding supported staff salaries and benefits for the case manager and supervisor that made
possible the delivery of other grant programs such as Housing Opportunities for Persons living with
Aids (HOPW A), and local case management services.
What will next year's local funds be used for? Local funds will continue to provide support to the same
program areas as last year.
Agency Mission Statement: To enhance the health of individuals and communities through
community-based substance abuse, mental health, and other health services
Summarize your programs and services: MECCA offers a wide range of services related to the
treatment, management, and prevention of behavioral health concerns. We divide our services into
Agency Name
MECCA
broad categories of Substance Abuse Treatment, Substance Abuse Prevention, and Community
Services.
Substance Abuse Treatment includes the following programs: evaluation and assessment, crisis
intervention, family assistance, and referral; outpatient programs that range from 2-4 hours of
services each week to Intensive Outpatient Programs that require 9+ hours of direct client services
weekly; aftercare and relapse prevention services for clients who have completed a primary
treatment program; continuing care services for the chronically ill; detoxification services that
provide a safe environment for clients to withdraw from drug and alcohol use, committal hearings
for Johnson County and other counties who contract for this service; residential treatment that
involves clients in services 24 hours per day; half way house services that provide transitional
living with treatment; and our newest program, 12 transitional apartment units that will allow us to
provide safe monitored housing for clients who have children, have completed treatment and are
involved in our aftercare or case management services.
Substance Abuse Prevention is grant funded programs typically targeting a specific population:
Comprehensive Prevention is our prevention flagship providing activities targeting the general
community. This year's grant will focus on coalition development, workplace initiatives, and
mentoring projects. Strengthening Families is a Federal grant involving MECCA, VA Y, Solon and
Iowa City schools to provide the Strengthening Families curricula to families with children in 4-7
grades; Juvenile Crime Prevention grant is a collaborative effort with seven other agencies in
Johnson county targeting youth services. MECCA's activities on this grant are centered in the two
Iowa City high school buildings; State Incentive Grant funds curriculum in Iowa City and Solon
schools targeting high school age youth and is a collaborative project with VA Y. Other prevention
activities include responding to requests for information from the general public, employers,
families affected by substance abuse, and governmental entities looking for information.
ICARE HIV / AIDS services include case management for clients and support services to their
concerned others. Services include but are not limited to case management, intake, assessment,
care planning, benefits counseling, and advocacy, crisis intervention, emotional and social support,
information and referral, financial assistance, housing assistance, nutritional supplement assistance,
transportation, and respite care.
Community Services include our Case Management services for women and children and clients
with co-occurring mental health and substance abuse diagnosis, collaborative research projects
with V of I, mental health services, dual diagnosis services, Employee Assistance Programs, OWl
treatment program located at Hope House, and OWl education groups.
List any accreditation and licensure your agency currently has. Explain.
MECCA is licensed by the Iowa Department of Public Health (IDPH). Licenses are available to
agencies for a variety of "levels of care" and for a range of time periods. MECCA is currently
operating with a two year license, and is awarded agencies scoring 90% or higher in all areas on
the inspection report. The inspection examines MECCA's compliance with Iowa Administrative
code and covers such things as financial operations, board involvement, quality improvement, staff
training, performance evaluation, clinical services, meal preparation and menus, building
maintenance, tornado and fire safety procedures, client file organization and documentation,
medical services, urinalysis procedures, and medication control.
MECCA is accredited as a mental health provider by the Iowa Department of Human Services.
jccoghslfundingform.doc
2
Agency Name
MECCA
Agency History (Using one 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 coming into contact with alcoholics.
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 and prevention 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; fmally, a "free-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 county expenditures at the state hospitals.
In 1999 MECCA was asked to provide management services for a substance abuse treatment
provider in Ottumwa operating offices in a ten county region.
In 2000, MECCA applied for and was awarded a contract to provide outpatient and residential
treatment services in Polk and Warren counties. In 2001 and in 2003 MECCA purchased facilities
in Des Moines that allows operation of our outpatient and residential programs in Polk County.
In 2002 construction was completed on an office and apartment building allowing MECCA to
provide transitional housing services to clients involved in substance abuse aftercare services. We
offer 12 subsidized apartments for single parents who are participating in aftercare support
services.
In July 2004, MECCA acquired assets of ICARE and began providing services to persons living
with HIV/AIDS. This increased the avenues available to MECCA to fulfill our mission of
enhancing the health of individuals and communities through community-based substance abuse,
mental health, and other health services. The single population at highest risk for HIV infection is
those abusing alcohol and drugs.
Prevention services have grown since first organized at MECCA in 1981. There are four
prevention staff members who provide comprehensive prevention services to area youths and
adults regarding substance abuse issues. In addition, prevention activities have expanded to
include specific efforts targeted at tobacco, and include federal and state program specific grants.
Today MECCA is a private not-for-profit corporation providing comprehensive substance abuse
treatment and prevention services, HIV / AIDS services, and mental health services to a four county
region in Eastern Iowa and two counties in Central Iowa.
In 2004, MECCA was selected by Robert Wood Johnson Foundation as one of23 programs in the
United States to participate as RWJF funded participants in the "Network for Treatment
Empowerment" .
jccoghs\fundingform.doc
3
Agency Name
MECCA
Section 2: Client Profile MECCA Substance Abuse Treatment Clients
:\lIU1IH.'1 Oll'l'Opll> St'l' l'd: I ntt!l P.lst 1\\0' l',tls: 04 OS
I. How many Johnson County residents (Including IC & Unduplicated Count 1626 1802
Coralville) did vour aeencv serve?
2. How many Iowa City residents did your agency serve? UndupIicated Count 1247 1213
3. How many Coralville residents did your agency serve? Unduplicated Count 246 270
4. How manv North Libertv residents didVour a~encv serve? Undunlicated Count 77 79
Age (use agency's
breakdown if needed
0-5 345
6-17 451
18-29 1755
30-61 1450
62-75 13
>75 0
Gender
Female:
Male
1309
2705
Etbnlcity (use agency's breakdown)
African American 303
Alaskan Native 2
American Indian 46
Asian 20
Caucasian!White 3397
HawaiianlPacific Islander 7
His anic 227
Section 2: Client Profile MECCA Substance Abuse Prevention Participants
All treatment clients is 4014
1. How many Johnson County residents (Including IC &
Coralville did our a eoc serve?
2. How many Iowa City residents did your agency serve?
3. How many Coralville residents did your agency serve?
OS
8966
Unduplicated Count
04
13,158
Unduplicated Count
NA
NA
Unduplicated Count
NA
NA
4. How man North Libe residents did our a enc serve? Undu licated Count NA NA
Explanation:
The directives ofthe state prevention grant changed from 04 to 50 to focus on "model program" delivery, which
resulted in seeing fewer new clients, but in providing more intensive, ongoing, and comprehensive programming
for those clients we did see. For example, in 2004, we may have delivered a "one shot" presentation to a large
assembly of 500 kids, and recorded a higher number of new clients, whereas in 2005 we may have recorded 24
students as unduplicated, but continued to work with the same 24 students over the course of the entire school
year. The research shows that it is the latter that produces lasting change in attitudes and perceptions of harm
wfth relation to ATOD.
Age (use agency's
breakdown if needed
0-4 89
5-17 3948
18-24 1108
25-44 2070
45-64 966
>65 69
jccoghslfundingform.doc
Gender
Female:
Male
4611
4355
4
Etbnicity (use agency's breakdown)
African American 883
Alaskan Native 0
American Indian 11
Asian 430
CaucasianIWhite 7058
HawaiianiPacilic Islander 83
His anic SOl
Agency Name
MECCA
Section 2:Cliellt Prllme ICARE clients
1. How many '0";'8011 CtnUlty raldellts'(lncludillllIC &
Comlville did our enc serve?
2, How many JOWll City residell'" did ynur agency serve?
Und1lplicated count
Unduplieated Count
04 lIS
283 491
190 287
93 168
NA 49
3. Hnw many Coralville residents did your agency serve?
Unduplieated Count
4, How man Nol1ll L'
residents did ura eneserve? Unci lieated Count
FY 04 reflects data from April 2003 through March 2004,
Data for FY 04 and FY OS reflects clients who have accessed services but have not necessarily been enrolled in ongoing
case management and support services.
Age(~l!genc.f!s
breakdoWlltfneeded
0'5 0
6-11 0
18'29 7
30..(,1 36
62.15 1
>15 0
Gender
Etbnlclty (use agency's breakdown)
Female:
Male
Tmns ender
13
30
1
AfrieanA1rieriean 10
Alasl<anNallve 0
A1riericanlndian 0
Mlan 1
CaIlCllslanlWhite 30
HswailantPaclfic Islander 0
Hi anie 3
Identify what services are included in Client Profile: The information included in the Substance
Abuse Client Profiles is reported to us by clients who are "admitted" into services. A formal
admission session is scheduled for these clients where a comprehensive history is gathered as part
of our overall treatment planning strategy.
The information included in the ICARE client demographic information (age, gender, ethnicity) is
reported by clients participating in a formal admission session. Unduplicated client count
information includes clients formally admitted into services, as well as our estimate of the number
of individuals benefiting from our community education services, including both admitted and non-
admitted individuals.
3. Briefly describe your service population. MECCA provides services to any person expressing
concern about substance abuse, to the general population through our prevention programs, and
persons living with HIV / AIDS and their families and significant others. Individuals participating
in our programs range in age from preschool children to elderly clients involved in treatment or
prevention services.
lCARE provides services to anyone affected by HIV/AIDS, and the general community through
education and outreach activities.
4. How do you determine eligibility for services? Anyone expressing a concern about substance
abuse, HIV/AIDS or who has a family member involved with either concern is eligible to
participate in our programs,
jccoghs\fundingfonn.doe
5
Agency Name
MECCA
5. Are there fees for your services? Yes X
No X
If yes, please describe your fee structure: Fees for substance abuse treatment services are based on
a sliding fee schedule such that anyone below 200% of poverty has the cost of treatment subsidized
to varying degrees with state and federal money. Clients with little or no income are charged 5%
of the cost of our treatment, or about $3.00 for an individual session.
Clients seeking assistance with HIV/AIDS are not charged fees.
6. A. Do you provide services in the small communities and rural areas of Johnson County?
Yes.
Area( s) served:
In addition to central facilities in Iowa City (Southgate Ave), MECCA operates outpatient
substance abuse treatment and evaluation services facilities in Johnson County at: Hope House
(Coralville); Adolescent Health and Resource Center (AHRC), (Kirkwood Avenue); University of
Iowa Student Health; City High School; West High School; Johnson County Jail when requested.
Outreach and Prevention services are provided "on-site" throughout the County
HIV/AIDS services are commonly provided at client homes, or assisting them with transportation
throughout the county
Services Provided:
MECCA offers prevention programs such as SIG and Strengthening Families in Solon, Lone Tree,
Hills, North Liberty, and Tiffin.
HIV / AIDS services include case management, transportation, community education, housing
assistance, and advocacy.
B. Do you provide services to areas outside of Johnson County?
Area( s) served:
In addition to Johnson County, substance abuse services are provided to residents in Cedar, Iowa,
Washington, Polk, and Warren Counties, as well as clients from across the state in our residential
treatment programs as required by our State treatment contract.
HlV/AIDS services are provided to the Southeast Iowa Consortium which covers 21 counties, and
encompasses Burlington and Ottumwa in those counties.
Services Provided:
MECCA's treatment contract also requires that we accept referrals into our residential programs
from clients living anywhere in the state.
HIV/AIDS services are primarily centered on case management and support services. Case
management is designed to ensure client access to medical, housing, employment, mental health,
and other related services.
jccoghslfundingform.doc
6
Agency Name
MECCA
Funding sources for services outside of Johnson County:
Funding for services outside of Johnson County include contracts for those specific services and
are sufficient to cover the cost of those programs without impacting Johnson County services.
Funding sources for HIV/AIDS services include Ryan White, Housing Opportunities for Persons
With AIDS (HOPW A), Iowa Department of Public Health, Iowa Community Aids Partnership,
Broadway Cares, Private Donations.
jccoghs\fundingform.doc
7
Agency Name
MECCA
Section 3:Communitv Relations
I. How do you assess satisfaction with your services?
(a) Client:
All clients are asked to complete a feedback form at the conclusion of their treatment episode.
MECCA has also mailed a 6 month post-discharge survey to clients but have experienced a return
rate of these surveys below 2% and have consequently discontinued this form offeedback. Iowa
Department of Public Health (IDPH) conducts regular follow-up surveys at 6 month intervals with
treatment clients, which include client satisfaction, as well as other outcome measures; these are
reported to us.
The narrative comments from clients are shared with managers each month and analyzed for trends
or changes in perception about our services. We incorporate positive suggestions into our ongoing
services.
(b) Community:
MECCA does not have as formal an assessment of community satisfaction with the community as
we do with individual clients. MECCA makes every attempt possible to solicit and incorporate
community feedback through informal channels and through staff involvement in a variety of
community projects.
2. Briefly summarize your findings:
Clients report overall satisfaction with services received at MECCA. They report that staff is
helpful and genuinely concerned for their well being and that the treatment experience is beneficial
to them. Complaints center around the cost of treatment, especially among clients required to be at
MECCA through some legal event, or that group size is too large and the rooms not comfortable.
Clients have expressed interest in support group activities and there are more requests for
transportation and assistance with daily living task than our staff is able to accommodate.
3. What changes have been made in response to these findings?
We have changed our fee assessment procedures to better inform clients about their financial
responsibilities. We have replaced all furnaces and air conditioners at our main office location to
improve comfort, we have hired a facilities management staffto improve our response to
maintenance and facility cleaning concerns.
We are recruiting volunteers via our webpage, mailings and public speaking engagements. We
have developed an lCARE webpage and refined our brochure and newsletter in an attempt to
further educate the public about HIV/AIDS and ICARE's services. In addition, our staff continues
to attend community meetings and participate in speaking engagements regarding ICARE services.
lCARE's Program Coordinator is in the process of soliciting feedback from clients about their
support group needs and expectations. We began offering a support group during the summer of
2005. As mentioned above, we are in the process of developing a needs assessment and client
satisfaction tool to gain additional feedback about our services. ICARE provides services that are
more comprehensive and flexible than those offered through other agencies. ICARE staff is able to
spend more time with clients, help with daily living issues directly, and provide financial assistance
for housing and other needs. In addition, our flexibility allows us to provide services to clients in
their homes, in our office, and in the community. ICARE services encompass a broad spectrum,
jccoghs\fundingform.doc
8
Agency Name
MECCA
including the psychosocial, financial and daily living issues faced by people living with
HIV / AIDS. ICARE also provides 24 hour phone information and referral, counseling, and crisis
intervention services. Additionally, ICARE is the only agency providing HOPW A assistance in
Johnson County. These services prevent homelessness and assist individuals living with HIV in
developing long-term housing options for the future. Though other agencies also provide
community prevention/education and information regarding HIV, ICARE is able to offer services
to individuals on a long-term basis that are more comprehensive in nature.
4. Who are your referral sources to your agency? Please list the main sources and estimate the
percentage of clients that are referred by each source.
Source of Referral % of clients referred
Alcohol and Drug treatment providers 16.29%
Civil Commitment 2.84%
Community Mental Health Clinics 1.56%
Employer/EAP 0.45%
Other Community Member 10.36%
Other Criminal Justice/Court 24.91%
Other Health Care Provider 4.05%
Other Individual 1.73%
OWl 23.25%
Promise Jobs 0.00%
School 1.25%
Self 12.23%
T ASC officer 0.24%
Zero Tolerance 0.83%
Substance Abuse Referrals
ICARE Referrals
(estimated)
Source of Referral % of clients referred
UIHC 75%
Johnson County Public Health 10%
Selfreferrals 10%
Other 5%
5. What other agencies/organizations in Johnson County provide similar services to the same clientele
as your agency?
No other organization provides comprehensive substance abuse services. Some organizations
provide a single service, including: St. Luke's Hospital from Cedar Rapids operating an outpatient
program in Iowa City; the University ofIowa operates an outpatient substance abuse program as
well; the Area Substance Abuse Program, a private practice office in Iowa City provides treatment
services. Agencies involved with prevention services include UA Y, NCJC, Big Brother/Big Sister,
Youth Homes. We coordinate our prevention services with other United Way and publicly funded
agencies.
jccoghs\fundingform.doc 9
Agency Name
MECCA
Johnson County Public Health Department and University of Iowa Hospitals and Clinics provide
services to persons living with HIV / AIDS. We coordinate our services with these providers as
well.
6. Describe what distinguishes your agency and/or its services from other agencies that provide
similar services in Johnson County.
Weare the only community-based organization dedicated to providing substance abuse treatment
and prevention services and HIV/AIDS services to Johnson County.
7. Outside of referrals, list up to 3 primary collaborations. Briefly describe the nature of each
collaboration.
Collaborations Briefly describe
I. Johnson County Juvenile Crime Prevention I. We continue as a participating member in
this seven agency collaborative effort
addressing juvenile crime issues.
2. MECCA has contributed staff time in
2. Empowerment support of this county initiative to improve
health and well being of children ages
birth to 5.
3. MECCA continues involvement with
Decat as funding and staffing patterns for
3. Decategorization Decat have changed over the last five- six
years.
I. Johnson County Public Health, HIV/AIDS I. MECCA Coordinates with Johnson
County Public Health to provide
AIDS/HIV services to the general
community, as well as the high risk IV
drug using population.
2. UIHC Virology Clinic 2. Through a variety of channels, ICARE
coordinates services with UIHC
virology clinic to ensure client access
to care and client adherence to their
health maintenance plan.
3. Southeast Iowa AIDS Consortium 3. The Southeast Iowa AIDS Consortium
ensure delivery or Ryan White federal
funding across 21 counties in
Southeast Iowa
jccoghslfundingform.doc 10
Agency Name
MECCA
Section 4: Strateeic Planninl! and Al!encv Effectiveness
1. Describe up to 3 challenges/opportunities your agency is currently facing and how your agency is
addressing them. (e.g., general trends, staffing, finances, service delivery)
Challenl!es/Onnortunities Stratel!ies
1. Disintegration of public health safety net
2. Increased number of uninsured Identify and pursue programs and services
that generate a margin that can be used to
support under-funded services.
3. State and Federal dollars do not allow for
cost of living increases, and demand increasing
numbers of clients be served.
2. In what way will the needs of your service population change over the next five years?
Substance abuse client needs have centered around Methamphetamine abuse in the last five years.
Unfortunately we don't see many changes in this area soon enough. We continue to be challenged
by the needs of our clients including medical care, prescription needs, co-occurring mental health
diagnosis, housing needs, employment, and family support. Clients are presenting with ever
increasing severity of needs, mainly centered on related health issues.
HIV I AIDS client needs have changed significantly since ICARE services were frrst offered.
HIV/AIDS clients live long active lives at this point, characterized by ongoing pharmaceutical and
medical needs requiring general support, case management, and housing support, all geared to
ensure consistency.
3. How do you plan to address these changes?
Unfortunately, MECCA is approaching the point in time where we will need to deny access to
services for clients presenting with significant medical needs. In the past we have been successful
performing an initial triage and making referrals for additional help, but limited resources are
making that approach less effective.
HIY I AIDS clients will benefit from additional support groups we have begun providing. The
group format will allow the clients to direct the content to ensure they receive from the group what
is most beneficial to them.
4. Identify your desired client outcomes (what do you hope to achieve for your clients as the result of
your services?).
We plan for the lives of our clients to improve. Improvement can be measured in a variety of
ways, but typically includes such things as: decrease in the amount and frequency of use;
increased income, lessened involvement with criminal justice system, improved family relations,
improved employment status; improved physical health, and improved quality of life.
jccoghs\fundingform.doc
II
Agency Name
MECCA
Our desired client outcomes include improved quality of life, health, and stability for people living
with HIV/AIDS and preventing the transmission ofHIV/AIDS.
5. Describe the evaluation methods you use to measure client outcomes and/or the success of your
services?
All substance abuse treatment providers participate in a statewide consortium contracted for by
Iowa Department of Public Health to conduct follow-up surveys of clients six months after
discharge (see outcomes in question 6). Unfortunately this past year MECCA has experienced a
low response rate to the consortium follow up resulting in only a few MECCA clients being
included in this evaluation pool. Weare not clear if this is a reflection of the increasing severity of
our clients, or some other factor is at play. We will continue to monitor this and identify ways to
improve our client participation in this follow up survey.
MECCA has also become involved with a Robert Wood Johnson Foundation grant to improve
access to substance abuse treatment. The grant objectives are to reduce waiting times for care,
reduce no-show appointments, increase number of admissions, and increase retention. However,
the true benefit of this project is the skills and expertise MECCA is acquiring around continuous
quality improvement. Conducting walk through exercises where our staff is admitted into care at
MECCA, client focus groups, establishing baseline data points, and implementing rapid change
cycles are all skills that will greatly enhance our ability to improve services. Through our initial
project we have lowered the wait time for admission into our outpatient services from 45 day to 10
days. Through that process we learned many lessons that we will apply to other services. Weare
currently establishing base line measures for residential services and are focusing on retention,
keeping clients enrolled in services for the duration of the program.
ICARE services are measured in several ways to monitor client outcomes and/or the success of our
services. We strive to capture data that demonstrates I.) how our services have improved the
quality oflife for people living with HIV/AIDS and 2.) have behaviors, knowledge, skills or
attitudes changed to prevent/reduce the transmission of HIV / AIDS. In order to evaluate outcomes,
we conduct a client satisfaction/information survey. Additionally, we will continue to periodically
conduct focus groups to gather feedback from clients. Our experience throughout the past year has
led us to make some adjustments to our data recording system. ICARE is now able to clearly and
consistently track the number of people provided support services such as: information and referral,
counseling, crisis intervention, support group participation, and services to family/friends.
Additionally, ICARE tracks the number of clients provided services including: case coordination,
education, vocational, housing, nutrition/wellness, HIV medical treatment/medication adherence,
transportation, financial and daily living assistance. Weare also tracking number of participants
participating in our HIV/AIDS prevention activities and will utilize pre-post tests and a training
evaluation to demonstrate increase in knowledge ofHIV/AIDS transmission and our effectiveness
in providing prevention/education services. We also will continue to evaluate our service
effectiveness through the results of our collaborations with other agencies. We work closely with
University ofIowa Hospitals and Clinics, Johnson County Public Health and other AIDS service
organizations in Iowa in an effort to strengthen the services we provide to clients. Additionally, we
continue to be evaluated through site visits for Ryan White II and HOPW A funding.
jccoghs\fundingform.doc
12
Agency Name
MECCA
6. What client outcomes have you achieved?
We continue to receive a high volume of referrals from UIHC and other agencies across the state
and continue to collaborate with JCPH in our prevention/education efforts. We also continue to
experience successful site visits for Ryan White II and HOPW A services.
7. How do you plan to use the evaluation results to enhance/extend your services?
To address the need for evaluation methods that accurately measure our desired outcomes, we have
improved our system to record client data and track community services. Additionally, we are
improving our services as the result of client feedback. . As a direct result of client feedback,
ICARE started a support group for individuals living with HlV/AIDS. We are in the process of
developing a needs assessment and client satisfaction tool to gain additional feedback about our
services. To increase the number of ICARE volunteers, we are recruiting via our webpage,
mailings and public speaking engagements. To increase public awareness ofHIV/AIDS and
ICARE services, we have developed an ICARE webpage and refined our brochure and newsletter.
We also continue to attend community meetings and participate in speaking engagements regarding
ICARE services
While these survey results provided to MECCA by Magellan Corporation are encouraging in that
they show an overall rating as positive, they are based on a small sample number. None-the-Iess,
MECCA does monitor these results on a quarterly basis to ensure there are no negative changes
that would warrant an investigation into the cause.
8. How do your programs/services impact the community?
Our services impact the community by improving quality oflife, health, and stability of its
members. Our services support diversity and inclusion by raising community awareness/education
regarding HIV/AIDS and Substance Abuse. Our services ensure resources are maximized to
provide client care in the most efficient and effective manner. Our services contribute to a safe and
healthy community by working to prevent transmission of HIV/AIDS and minimize the impact of
Substance Abuse. We implement services designed to control and/or reduce local public
expenditures related to substance abuse. We are interested in controlling both short-term and long-
term impact.
9. How did the agency respond to the UWJC recommendations from your last review?
MECCA has improved our data collection process for ICARE services to better report services.
Also, in response to requests from clients, as well as local oversight bodies, we have introduced
support group services for ICARE clients.
jccoghs\fundingform.doc
13
Agency Name
MECCA
Section 5: Board Governance
I. Please provide a board roster with names, town, occupation, term and end date, officers and
committee assignments. (Attach as Appendix A)
2. How often does your board meet? Monthly
3. What is your average attendance at board meetings? 8
4. How is the board involved in strategic planning, fund development, and governance of the agency?
The Board has ultimate authority for these issues. The Board approves the annual budget,
insurance package, and supervises the CEO regarding overall direction of the agency.
5. What type of training/orientation do board members receive?
The CEO meets individually with all new board members to orient them to MECCA services,
history, philosophy, and financial standing. Board members are provided with a binder that
contains meeting minutes from the previous six months and brochures explaining MECCA
services.
6. Does your agency have written policies and procedures for financial management? If yes, date of
last board approval? September 2002
7. Have you filed the bi-annual report with the Secretary of State? If yes, date filed? January 18,2005
8. Have you filed the IRS form 990 for the most recent year? If yes, date filed? February 15,2005
If no to questions 6, 7, or 8, give explanation.
9. Does your agency have a yearly audit? Yes
If yes,
Who completed the audit?
Clifton/Gunderson
x
No
How much did the audit cost? $21,000
If material weaknesses are noted in the audit, what is your plan for addressing them?
None noted
If you do not bave an audit, what is in place to assure accountability in the agency's financial
management? (Give specifics of financial practices/financial review procedures)
NA
10. Insurance Coverage: (check what coverage your agency has)
Insurance ./ if agency bas Amount
Directors & Officers '" $2,000,000
a. fiduciary liability '" $1,000,000
b. employment practice liability '" $2,000.000
General Liability '" $3,000,000
jccoghs\fundingfonn.doc
14
Agency Name
MECCA
Umbrella Liability ./ $2,000,000
Professional Liability ./ $3,000,000
Property or Renters ./
a. blanket building $4,182,784
b. blanket personal $716,572
Vehicle ./ $1,000,000
jccoghslfundingform.doc
15
Agency Name
MECCA
Section 6:Personnel and Staff Develonment
I. State the length of employment of the Executive Director and his/her qualifications. Art Schut has
worked at MECCA since December 1982, or 23 years in December 2005. Mr. Schut has a
Master's Degree in Clinical Psychology.
2. Staff Salaries & Benefits
Cbeck if Applicable
RetiTe~ Full-Time Equivaleut
Paid Health ment Current Salary Range FTE;)
Position Leave Ins. Piau Per Posltiou Last This Next
Year Year Year
Chief Executive Officer x x x $85,000. $127,000 1 1 1
Officers x x x $53,500 - $81,000 2 2 2
Managers x x x $38,200 - $60,000 7.5 7.5 7.5
Supervisor MAIMS x x x $33,000 - $47,400 5 5 5
Supervisor x x x $30,000 - $43,100 4 2 2
Program Coordinator x x x $27,000 - $44,000 4 4 4
Nurse Manager x x x $38,000 - $52,000 1 0 0
Nurse x x x 38,000 - $49,400 5.5 5 5
Case Mgr/ x x x $29,400 - $42,000 18.5 17.0 17.0
CounselorlPrevention Spec
MAlMSW
Case Mgr/ x x x $24,400 - $37,000 15.5 18 18
CounselorlPrevention Spec
BA
Technology Administration x x x $38,500 - $58,000 3 4 4
and SUDDort
Senior Tech x x x $22,880 - $33,000 3 3 3
Administrative Assistant! x x x $28,000 - $43,600 3 3 3
Executive Assistant
Facilities Manager x x x $33,000 - $47,400 0 1 1
Accounting x x x I $24,960 - $35,360 2.25 5 5
Staff/Admissions i
Support Staff x x x I $18,720 - $26,790 28.75 28.0 28.0
TOTAL FTEs 104 105.5 105.5
jccoghs\fundingfonn.doc
16
Agency Name
MECCA
3. If serving multiple counties, how many FTE's serve Johnson County (include administrative and
direct service staff)? 75
4. How much was spent on staff development in the last fiscal year? $20,309
5. How much is budgeted for staff development in this fiscal year? $22,000
6. What training and support opportunities are offered to staff?
Training for staff takes many different forms. There is an initial orientation to agency policy and
clinical procedures. Monthly staff meetings provide a forum to introduce new agency procedures
and provide in-services on topics ranging from new clinical techniques to presentations from other
community agencies. Staff members are required to participate in professional training to
maintain their professional certification and licenses. MECCA pays the cost of tuition, travel, and
lodging when needed. We primarily rely on training opportunities within Iowa, but do
occasionally have staff members who participate in national training opportunities.
Staff attend weekly clinical seminars addressing topics relevant to their skill level, expertise, and
best practices from the field. Topics will include Motivational Enhancement, de-escalation
techniques with angry clients, micro-counseling skills, best practices with co-occurring clients,
etc. We also provide computer skills training, and instruction on use of various software packages
including Word and Excel, Outlook, and our client database.
7. (a) What is your turnover rate (for last complete FY) for direct line staff? Our turnover rate for the
period between October 2004 and June 2005 was 17.7%
(b) Issues and concerns about turnover rate?
55% of the employees leaving MECCA had less than one year of employment with MECCA.
Typically these employees learn they need to pursue careers in other professions.
70% of the employees leaving MECCA were support staff positions, such as child care workers
and chemical dependency technicians.
We do not see excessive turnover among the counseling, prevention, or administrative staff.
(c) What has your agency done to address issues and concerns? We have enhanced our internal
training programs, offered flexible scheduling options, and addressed pay scale concerns. Our
most extensive changes have involved new employee training and ongoing staff training. We
offer several training opportunities for staff during their scheduled work hours to better equip
them to handle the challenges of our work. These trainings have been very well received by staff,
and because they are regularly scheduled, we are able to adjust the trainings to cover topics that
may pertain to specific events of the week.
7. Please attach current organizational chart as Appendix B.
8. Comparing the last complete fiscal year to current fiscal year, what was the average % wage
increase? 3%
jccoghs\fundingform.doc
17
Agency Name
MECCA
9.
Yes No brief explanation
Does your agency X MECCA'. board last approved the policy and procedure
have personnel manual in September, 2002. Since that overall review and
policies? approval, all policy changes have been reviewed and
If yes, date board approved individually by the Board.
last reviewed?
Does your board X
annually evaluate
the director's
performance?
Does your agency X MECCA's board last approved the policy and procedure
have job manual in September, 2002. Since that overall review and
descriptions for approval, all policy changes have been reviewed and
every position? approved individually by the Board.
If yes, date oflast
board approval?
Is there an annual X
performance
review for every
staff?
10.
11.
12.
jccoghs\fundingfonn.doc
18
Agency Name
MECCA
Section 7: Financial Manal!ement
A. ThreeY.artli~c:.t I
Balance Sheet
(As of your fiscal year-end)
FY03 FY04 FY05 FY03 FY04 FY05
Current A...ts Current Liabilities
Cash $67,731 $115,177 $373,194 Accounts Payable $577,502 $795,445 $622,407
Investments $0 $0 $0 Payroll Taxes Payable $3,013 $1,216 $1,671
Receivables < 90 days $386,412 $373,540 $323,060 Contracts Payable $31 ,083 $32,392 $115,560
Other $83,356 $41,541 $98,178 Mortgage Payable-6 $55,134 $63,573 $60,521
months
Total Current Assets $537,499 $530,258 $794,432 To~ICun'entLmbUffies $666,732 $892,626 $800,358
Other A.sets Other Uablllties
Property $2,885,826 $3,731,248 $3,808,473 Mortgage Payable-Balance $2,264,180 $3,327,375 $3,050,679
Equipment $862,356 $1,032,111 $1,097,853 Other $48,837 $62,272 $138,235
less depreciation ($870,467) ($1,025,306) ($1,196,109) Total Other Liabilities $2,313,017 $3,389,647 $3,188,914
Receivables> 90 days $38,251 $44,625 $47,352 Total Liabilities $2,979,749 $4,282,273 $3,989,272
Other Equity (Net Worth) $473,716 $30,663 $562,729
Total Non-current Assets $2,915966 $3,782,678 $3,757,569
Total Assets $3,453,465 $4,312,936 $4,552,001 Llab + Equity $3,453,465 $4,312,936 $4,552,001
jccoghs\fundingform.doc
19
Agency Name
MECCA
Financial Information is: [ X ] entire agency
[ ] county specific
[ ] program specific
MECCA (including ICARE) FY05 FY06 FYOT
B. Income & Expense I
Income i
Local Funding Sources I
Iowa City $35,660 i $36,730 $40,000
Coralville $3,390 $3,490 $4,000
Johnson County $324,635 $326,000 $340,000
United Way $26,670 $59,179 $70,000
Designated giving $385 $12,863 $13,000
i
Grants-Federal. State, Foundation $1,255,270 ' $1,151,331 $930,713
Net Sales of Service $4,609,472 $4,899,187 $4,785,500
Net Sales of Materials $0 $0 $0
Contributions/Fundraising $39,072 $42,380 $46,585
Investment Income $0 $0 $0
Other $19,484 $20,150 $21,955
Total Income $6,314,037 i $6,350,310 $6,251,753
I
---~---~~ I-----+--~- -~
Expense
Wages & Salaries $3,799,192 $3,957,132 $4,083,760
Benefits $569,949 $748,527 $779,998
Administrative $390,656 $449,254 $465,150
Occupancy $1,032,174 $1,182,768 $986.768
Other i
Total Expense $5,781,971 $6,337,681 $6,315,676
1----------------------
----
C. Fund Balance
Revenue $6,314,037 $6,350,310 $6,251.753
Carryover Balance from previous year $30,663 $562,729 $575,359
Total Operating Budget $6,344,700 $6,913,040 ~--- $6,827,112
Less Total Expenditures $5,781,971 $6,337,681 $6,315,678
Ending Fund Balance $562,7291 $575,359 $511,436
I
Less Restricted Balance
Carryover Fund Balance $562,729 $575,359 $511,436
jccoghs\fundingform_doc
20
Agency Name
MECCA
Financial Information is:
[ ] entire agency
I ] county specific
(X J program specific
ICARE FY05 FY06 FY07
8. Income & Expense
Income
local Funding Sources $6.439 $8,692 $9,000
Coralville $1,210 $1,210 $2,000
Iowa City $0 $0 $0
Johnson County $12,639 $16,000 $20,000
United Way. $385 $2,991 $3,000
Grants.Federal, State, Foundation $126,040 $82,816 $85,000
Net Sales of Service
Net Sales of Materials
Contributions/Fundraising $10,906 $11,656 $15,700
.._~---- --
Investment Income
Other
Total Income $159,619 $123,365 $134,700
f--. -- e..-- -- --
Expense
Wages & Salaries $73,074 $75,632 $78,279
Benefits $10,305 $12,857 $13,307
Administrative $4,200 $4,284 $4,370
Occupancy $2,186 $2,400 $2,800
Other $66,042 $45,208 $45,208
Total Expense $155,807 $140,381 $143,964
C. Fund Balance
Revenue $159,619 $123,365 $134,700
Carryover Balance from previous year*" $0 $3,812 ($13,204)
Total Operating Budget $159,619 $127,177 $121,496
Less Total Expenditures $155,807 $140,381 $143,964
Ending Fund Balance $3,812 ($13,204) ($22,467)
Less Restricted Balance
Carryover Fund Balance $3,812 ($13,204) ($22,467)
'$4,000 was paid to ICARE prior to MECCA acqUiring ll1e ICARE programs.
....MECCA acquired ICARE programs on 07-01-04. The ICARE organization had a negative fund balance on that date. MECCA invested
$50,000 in the program to sustain ICARE services.
jccoghs\fundingform.doc
21
Agency Name
MECCA
Bd/Donor/Funder Restricted Funds Designated for: FY05 FY 06 FY 07
CR AIDS Partnership ICARE Programs $4,450 $0 $0
Pancake Breakfast ICARE Programs $10,479 $11,000 $15.000
Total Restricted Funds $14.929 $11,000 $15,000
Totalln.kind Support $0 $0 $0
--
----- Description/Purpose -- - .- ------
Grants
IDPH/Dept of Substance Treatment andlor Prevention Services $156.624 $167,894 $167,894
Depl of Veterans Affairs Housing Services $91,694 $102,855 $148.500
Direct Federal grants & matches Treatment andlor Prevention Services $18,333 $18,333 $18,333
Targeted Capacity Expansion Treatment and/or Prevention Services $141,831 $145.000 $145,000
Community Offender Re-Entry Treatment and/or Prevention Services $59.375 $50,000 $50.000
Iowa County Treatment and/or Prevention Serv~s $25.000 $25,000 $25.000
'Cedar County Treatment and/or Prevention Services $1,200 $1,200 ---
$1,200
k-- Treatment andlor Prevention Selvices------- -----~~ --- $14:400- -- -.------
Decategorization Grants $14.528 $14,400
U ofl Research and Treatment $167,123 $120,681 $49.500
Strengthening Families and Incentives Prevention Services $334,935 $285,800 $89,000
Grant
Other Corrections Grants Treatment andlor Prevention Services $95.720 $87,524 $88.100
HOPWA HIV assistance (housing) $112,788 $105.786 $105,786
Broadway Cares HIV assistance $10,000 $5.000 $5,000
Misc. other Grants Treatment and/or Prevention Services $26,118 $21,858 $23.000
I
$1,255,270 $1,151,331 $930.713
Total Grants
jccoghslfundingform.doc
22
Attachment A
2005-2006 MECCA Board of Directors
i--
JelT Edber. 120071. Cbair
Represents: (Iowa City) BusinesslReal Estate
Budget & Finance, Facilities & Executive committee
Phil Reisetter 120081. Treasurer
Represents: (Iowa City) Legal
Budget & Finance and Executive committee
Karen Moline 120071. Secretary
Represents: (Marengo) Iowa County School Teacher
Human Resource and Executive committee
SteDhan Arndt. Ph.D. r2oo61
Represents: (Iowa City) University/Depl. ofpsychiatry
Human Resource committee
Bill Nusser r20081
Represents: (Iowa City) Business Community
Human Resource and Budget & Finance committee
Mark Behlke r20071
Represents: (Coralville) Community
Program committee
Jack Dillon r20081
Represents: (Washington) Washington County
Facilities committee
Alice DeRvcke r20061
Represents: (Marengo) Iowa County
Program committee
Erin Brothers r20071
Represents: (Iowa City) University oflowa
Human Resource committee
Valarie Lova.Iia r20071
Represents: (Iowa City) Community
Program committee
Rod Sullivan r20061
Represents: (Iowa City) Johnson County
Budget & Finance committee
Billv CamDion r20061
Represents: (Tipton) Cedar County
Facilities committee
Vacant r20081
Vacant r20061
Vice-Chair
Vacant f20081
jccoghs\fundingfonn.doc
23
jccoghslfundingform.doc
Agency Name
Attachment B
MECCA
Mid-Eastern Council on Chemical Abuse
Table of Organization
~
.{~
24
F\'07 Human Service A~eney Request for Fundin~
Clh ofCoral\.iIIe. City of hm.a City. Johnsoll ('uunh'. United \Vay of .Johnson Count\'
Section 1: Backl!round
Agency Name:
Neighborhood Centers of Johnson County
Address: P.O. Box 2491
Iowa City IA 52244
Director Name: Brian Loring
Phone: 319-358-0438
Signature:
Bd. Pres Name: Robin Sueppe1
Signature:
Request Completed By: Brian Loring
Date: September 27, 2005
Check Your Agency's Budget Year:
111-12131_ 711-6/30 ./
LOl'al Funding Sllllllllar~:
4/1/04-
3/31/05
10/1-9/30 - --
4/1/05- 4/1/06- 0/0 of
3/31/06 3/31/07 Total
Bud et
$105,099 $108,000 5.3%
Amount received from UWJC
Does not include designated
ivin or S ecial Needs Grants
$102,037
FY 05 FY 06 FY 07
$57,495 $59,220 $60,000 2.9%
$69,366 $71,447 $72,000 3.6%
Ci of Coralville 0 0 0 0
What were local funds used for this year:
Local match to leverage grants, afterschool and summer programming for school-age youth.
administrative costs and supportfor facilities.
What will next year's local funds be used for?
Funds will be usedfor the same programs and to leverage state andfederal grants.
Ex lain or 'usti an si ificant increase in fundin re uest over last ear's allocation.
Agency Mission Statement:
Neighborhood Centers of Johnson County is dedicated to building a better future for people in
neighborhoods through programs that educate, strengthen families and create a sense of
community.
Summarize yonr programs and services:
We use funding from United Way, Iowa City and Johnson County in all of our programs.
. Child Development: Programs for children birth to 5 years. Includes child care for infants,
toddlers and preschoolers. We also provide home visits and therapeutic support for young
children with special needs.
. Youth Development: Programs for school-age children include afterschool programs, summer
day camp, enrichment programs (music, art, foreign language, etc.), AmeriCorps Youth
Connections, tutoring and in-school mentoring.
Neighborhood Centers of JOMson County
. Family Development: Provides support to parents and families through home visiting
programs, parenting classes, English as second language classes, adult basic education,
issue/activity focused adult groups, and family literacy programming (Even Start).
. Community Development: This area of programming responds to issues and concerns that
affect the entire neighborhood or the larger community. Examples are the work we have
done to reduce crime and improve the image and safety of the Broadway neighborhood
through the Broadway "Vitalization" Project. Some of the issues addressed have been:
assessing immigration's impact on the community, increasing employment opportunities,
getting a crosswalk at Broadway & Hwy 6, informing residents by holding candidate
forums, and addressing rapid growth in a small community.
List any accreditation and licensure your agency currently has. Explain.
Child care programs have been accredited through the National Association for the Education of
Young Children (NAEYC). Our child care and afterschool programs are licensed through the
Department of Human Services.
jccoghs\fundingform.doc
2
NaiohbomoodCantarsofJlIhnsonCollnty
Agency History (Using one page only, please summarize the history of your agency, emphasizing Johnson
County, past and current activities and future plans. Please update annually.)
In the fall of 1973, a small group of parents from the Pheasant Ridge neighborhood (then known as Mark IV
Apartments) came together out of concern for their neighborhood. They were troubled by high incidences of
child abuse, vandalism and disputes among neighbors. They decided what they needed was a place where
families could come together for community gatherings and activities for children. The group approached the
apartment management and was granted the use of a three-bedroom apartment to serve as the first Neighborhood
Center. Meanwhile, the University of Iowa School of Social Work helped recruit volunteers to organize
aflerschool and teen programs. Since 1973, 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 addition of a second
Center. In 1988, we expanded our efforts to the Broadway Street neighborhood. 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. In 1995, we started work in the
western part of Johnson County, bringing resources and programs to some of the underserved mobile home
parks in that area. In 1996, we opened the Clear Creek Neighborhood Center.
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, or financial constraints. In addition to
neighborhood-based services, an important function of our agency is to connect our neighbors to other resources
in the community. Weare also very reliant upon partnerships with a <!iverse array of community agencies,
institutions and businesses. Our shared efforts have added value to our programming and yielded important
successes for families. Through collaborative work with partners such as the Iowa City and Clear Creek
schools, McGraw HilI/Breakthrough to Literacy, Iowa City Police Department, Wendell Johnson Speech and
Hearing Center, and the Community Corrections improvement Association, neighborhoods are safer, children
are healthier and better prepared for school, adults are returning to school and learning new job and life skills,
parents and children are learning English, and people in all of our neighborhoods are discovering and
rediscovering what it means to be part of a neighborhood and community.
Over the years Neighborhood Centers' methods have evolved to meet the changing needs of our neighborhoods
and our community. One striking example is in the area of child care. The welfare reform initiatives of the
1990's created a tremendous demand for full-day childcare. As more parents move from welfare to work, we
retooled the agency to meet these changing demands. As a measure of the increased demand, it is worth noting
that in 1995 we offered a total of 12 childcare spaces in our cooperative - this year we have 106 full day
childcare spaces. Weare also very proud of the quality of our early childhood programs. In 1998, the National
Association for the Education of the Young Child (NAEYe) accredited childcare programs at Broadway and
Pheasant Ridge.
This past year we were able to add much-needed programming for school-age children, expand our summer
lunch program to include seven sites, and significantly increase early childhood programming in three
neighborhoods through a grant with the Federal Department of Health and Human Services. The Johnson
County Early Learning Initiative added $500,000 in intensive and community-based services for young children
in Iowa City. Meanwhile, we have organized the Johnson County Newcomers Resource Network to welcome
new residents to Iowa City and surrounding communities.
jccoghslfundingforrn.doc
3
Neighborhood Centers of Johnson County
Section 2: Client ProfIle
NnmlH.'1" ot I't..'upk Sen('d: Lutt..'r P.t"."1 \\0 Y('an;:
FY04
1879
FY05
2295
I. How many Johnson County residents (Including IC &
Coralville) did our a enc serve?
2. How many Iowa City residenls did your agency serve?
Unduphcated Count
Unduplicated Count
1387
1784
3. How many Coralville residents did your agency serve? Unduplicated Count
NA
residents did our a enc serve? Undu licated Count
NA
('Ii,'nl 1'I'0lik (lor la, I ,'ompld" \ car, if:1\ ailahk, I r not a\ ailahl,', pkaS(' e\plain hridh.
Age (use agency's Gender Etbnicity (use agency's breakdown)
breakdown if needed)
0-5 383 Female: 1254 Asian 56
6-17 1077 Male 1041 African American 762
Adults 835 Latino 349
AfricanfMiddle Eastern 385
Caucasian 671
Multi-racial 61
Other 11
3, Briefly describe your service population.
Very low-income children and families,
4, How do you determine eligibility for services?
Families that are low-income and live in one of our neighborhoods are a priority; however,
low-income persons often are eligible for specific programs regardless of where they live in the
county,
y'
No
5. Are there fees for your services? Yes
If yes, please describe your fee structure:
Parents with children in child development programs receiving Title XX child care subsidies
sometimes have a co-payment. That co-pay is set by the Department of Human Services and is
based upon income. In addition, school age children may pay a portion of the cost offield trips.
6. A. Do you provide services in the small communities and rural areas of Johnson County?
Area(s) served: Tiffin, Oxford, Western Hills (mobile home community)
Services Provided: Parent educational programs, afterschool and teen programs,
summer lunch and school transportation.
B. Do you provide services to areas outside of Johnson County?
Services Provided:
There are children that attend the Clear Creek Amana Middle School that
are residents ofIowa County.
In-School mentoring and academic support.
Funding sources for services outside of Johnson County: Clear Creek
Arnana School District.
4
Area( s) served:
jccoghslfundingform.doc
Nllighborhood Centers of Johnson County
Section 3:Communitv Relations
I. How do you assess satisfaction with your services?
(a) Client: Through Neighborhood Advisory Councils, surveys and issue-based focus groups.
(b) Community: Through United Way, reviews by funders and accreditors, City Steps focus
groups, our board of directors and infonnal input from partners and community
members.
2. Briefly summarize your findings:
Broadway:
. More structured activities for youth;
. Residents are interested in employment opportunities and more organized activities for
school-age youth and young adults;
. There are always requests for more daycare and respite care;
. More support for neighborhood crime prevention;
. Greater access to recreational opportunities for youth and adults;
. Enrichment programs for youth and adults;
. Expansion of summer licensed programming for school-age youth;
. More fun, community-building events in the neighborhood.
Pheasant Ridge:
. Residents want more community events;
. Increased programming for issues relating to immigrants;
. Expanded summer programming including licensed day care for school age kids;
. More enrichment programs such as music lessons and language classes for school-age youth;
. Residents are looking for more one-on-one support for parents with very young (infants)
children.
Clear Creek:
. Mentoring program for youth;
. Quality preschool and other daycare opportunities;
. Pre-employment and employment opportunities for youth;
. Recreational and community-building events.
Forest View mobile home park:
. English language learner programming;
. Health care for children, pregnant women and women with young children;
. Child care for preschool-aged children;
. Recreational and community-building events;
. Spanish literacy programming.
3. What changes have been made in response to these findings?
. This past summer we increased programming for youth, particularly teens in the Broadway
area.
. We have expanded recreational opportunities for children at Broadway through partnerships
with Iowa City Parks and Recreation, Restorative Justice Committee and the Parkview
Church.
. We have initiated a youth pre-employment program and started an adult job readiness
program.
. We expanded licensed programming for school-aged children in the summer.
jccoghs\fundingform.doc
5
NeighbomoodGBntersofJohnsonGounty
4. Who are your referral sources to your agency? Please list the main sources and estimate the
percentage of clients that are referred by each source.
Source of Referral % of clients referred
Department of Human Services 6%
Iowa City Community School District 4%
Grant Wood Area Education Agency 3%
Clear Creek Amana School District 2%
Iowa Department of Corrections 2%
Johnson County Empowerment Area less than 1%
Community Mental Health less than 1 %
Juvenile Court Services less than 1 %
Head Start less than 1 %
Domestic Violence Intervention Program less than 1%
Emergency Housing Project less than 1 %
Mid-Eastern Council on Chemical Abuse less than 1%
Promise Jobs less than 1%
Faith Community less than 1%
Crisis Center less than 1%
Goodwill less than 1%
5. What other agencies/organizations in Johnson County provide similar services to the same clientele
as your agency?
Hawkeye Area Community Action Program (HACAP)
6. Describe what distinguishes your agency and/or its services from other agencies that provide
similar services in Johnson County.
Neighborhood Centers is neighborhood-based and takes direction from within the community
and the neighborhood. HACAP is part of a large Federal initiative and bring services from
Federal programs that generally need to be responsive to Federal directive. HACAP
programming is also typically better-funded. Neighborhood Centers also provides after school
programming and after school daycare, summer camp, ESL and OED programming and
community-building events.
7. Outside of referrals, list up to 3 primary collaborations. Briefly describe the nature of each
collaboration.
Collaborations Briefly describe
1. Iowa City Community School District I. We work with the school district in a number
of different areas including the PREP
(Preschoolers Reaching Educational Potential)
program, translation of Spanish and Arabic,
programming for children from Latino Families,
and a new preschool at Grant Wood Elementary
to be opened in January. In addition, our
Johnson County Early Learning Initiative is
serving children from Orant Wood, Twain,
Roosevelt and Mann elementary schools.
jccoghs\fundingform.doc
6
Neillhborhood ~enlers of Johnson County
2. Community Corrections Improvement
Association (CCIA)
2. This past year, we initiated some joint youth
programming with CCIA. We offer
specialized small roup ,frogramming for
youth in grades 71 - 10 . Academic year
programming includes four core components:
I) building school success through tutoring;
2) growing positive life skills through youth
created Issues Theater performances and
related small group discussions; 3) developing
pre-employment skills through career
exploration classes and opportunities; and 4)
supporting health and wellness through
Afternoon Athletics. During the summer
months, the Neighborhood Youth
Development Project offers a leadership day
camp with the four core components-school
success, life skills, pre-employment, and
health & wellness-in a relaxed, camp-like
setting with the added emphasis of leadership
development.
3. Grant Wood AEA
3. Over the past couple of years, our
collaboration with Grant Wood has become
closer as we have recognized the convergence
of our objectives and the benefits to vulnerable
children and the children we mutually serve.
Section 4: Stratel!ic Planninl! and Al!encv Effectiveness
1. Describe up to 3 challenges/opportunities your agency is currently facing and how your agency
is addressing them. (e.g., general trends, staffing, finances, service delivery)
Challenges/Opportunities Stratel!ies
1. Expansion into new neighborhoods and I. Our current strategy is to maintain our
rural areas of the county commitment to existing neighborhoods and
programs, but reach out to smaller
communities for input on how we might
assist them in addressing their
programming needs while remaining true
to our mission.
2. Rebuilding youth and adult pre- 2. Our challenge and opportunity to further
employment and employment develop sustainable programming that is
programming effective in giving youth and adults the soft
and hard skills necessary to find and keep a
job. We recently started a pre-employment
and employment program. Our challenge
is to generate sufficient future revenue to
jccoghs\fundingform.doc
7
Nl!ighbDrhDod C8ntllrs of Johnson County
make it sustainable with little or no outside
support.
3. Building our pool of discretionary funds
3. Develop an annual giving campaign and
build upon a newly established endowment
through larger individual and planned gifts
2. In what way will the needs of your service population change over the next five years?
With the temporary closure of Cedarwood, several families that were part ofthe Broadway Center-
had children in programs and were well connected to a support network - have been cast adrift in
neighborhoods in Coralville and North Liberty. Our parent support workers have followed
families, but this presents some logistical and cost challenges.
We have also seen a steady increase in Spanish speaking children and adults. We have been able to
manage this internally with 10 staff that speak fluent Spanish and 5 staff for whom Spanish was
their first language. However the demand for support from external agencies and entities has
become overwhelming.
We have also noticed a trend, represented by younger children, exhibiting more profound delays in
development and more troubled behavior.
3. How do you plan to address these changes?
To better address the more diffuse population of vulnerable families, we are currently doing
some joint planning with the Greater Iowa City Housing Fellowship to provide support to
families living in GlCHF's 116 apartments and houses. We also have expanded community
development programming like summer lunch and special events to neighborhoods beyond our
traditional catchment area. We are also responding to programming requests from various
neighborhoods on a case-by-case basis.
We are currently taking our Even Start family literacy programming out to neighborhoods such
as Forest View Mobile Home Park and the Grant Wood school area to reach Latino families
and children enrolled in ELL classes and early childhood programming. In addition, our early
childhood programs at Broadway are bilingual English/Spanish and we have begun classes to
assist adults to become literate in Spanish.
4. Identify your desired outcomes (what do you hope to achieve as the result of your services?).
. Children will develop social, emotional aesthetic and artistic, physical and intellectual skills
along a developmental continuum designed to strengthen skills to improve their chances of
achieving success in school and life.
. Adults will strengthen their networks of support, work toward developing life skills necessary
for achieving their personal goals and meeting their diverse needs.
5. Describe the evaluation methods you use to measure the success of your services?
. Ages and Stages is a screening tool used to reliably identify children in need of further
assessment. Each questionnaire contains 30 questions, which are divided into the following
five areas of development: communication; gross motor; fme motor; problem solving; and
personal-social.
jccoghslfundingform.doc
8
Neighborhood ClmtersofJohnson County
. The Creative Curriculum for Early Childhood Development and Learning Checklist assesses
young children's developmental progress twice each year. The Curriculum provides a
framework ofthe philosophy, goals, objectives, and teaching strategies that address all aspects
of a child's development-socio-emotional, cognitive, and physical.
. Devereux Early Childhood Assessment (DECA) is an assessment tool that is used to identify
children's social and emotional strengths. The DECA is a valid and reliable behavior rating
scale based on the results ofresearch on the characteristics ofresilient children. The DECA
focuses on behaviors and skills related to three protective factors: attachment, self-control, and
initiative. Teachers use the DECA to determine the presence of protective factors within each
child.
. CASAs measure a continuum of skills from beginning through advanced adult secondary
education. They provide descriptions of adults' general job-related ability in reading,
mathematics, oral communication, and writing. Results from CASAs tests are reported on a
common numerical scale which has been verified and validated on more than three million
adult learners. The CASAs scale is divided into five levels: A (Beginning Literacy) to E
(Advanced Secondary), each encompassing a range of scores. All participants in NCJC adult
education classes take a pre and post CASAs test through Kirkwood Community College each
program year.
. Juvenile crime and police reports are collected annually and serve as indicators of the
neighborhood profile and assist in guiding programs.
. Partnership agencies also complete assessments on enrolled children. The ICCSD tracks
school success in each of our targeted schools. The Grant Wood Area Education Agency
completes a formal developmental screening on each child. Grant Wood AEA screens each
child in the areas of fine motor, cognitive/verbal, speech, sociallbehavior, gross motor, hearing
and vision. In addition, Community Mental Health assess the mental health, social, and
behavior levels of children. The University oflowa - Wendell Johnson Speech and Language
Center completes literacy assessments on each child, and more importantly, makes classroom
and referral recommendations. Breakthrough to Literacy conducts literacy assessments and
provides resource materials.
6. What are the results of these evaluations (outcomes)?
. Family Literacy: During FY05, 57 adults enrolled in on-site ELL/GED programming; 75% of
those enrolled maintained consistent attendance in the program. 64% of the participants in the
GED program advanced in their course of study (i.e. passed required pre-tests). In addition,
families showed high levels of active involvement in their child's education with 92% parent
attendance at parent/teacher conferences.
. Parenting Education: In FY05, 3026 parenting home visits were completed with families with
young children birth to five years. According to the FY05 Family Support Program Survey
results, 91 % ofthe home visit participants are more likely to use positive discipline with their
children and 87% are more confident about their overall parenting skills. In addition, NCJC
staff distributed 64 literacy supply bags to families participating in home visits so that children
would have access to art supplies, books, and materials used in extending story reading; 9 I % of
the surveyed parents encouraged their children to try new activities. In addition to home visits,
families participated in 9 different on-site parent groups including Parenting Well While
Depressed (co-facilitated by CMH) and Family Wellness and Nutrition (co-facilitated by Iowa
State University Extension).
. Child Development: In FY05, 103 children completed an Ages and Stages screening
questionnaire. Of the 103 children screened, 19 children scored below normal ranges in two or
more developmental areas and were referred to Grant Wood AEA for further assessments.
jccoghs\fundingform.doc 9
Currently, 9 of the children referred are receiving services from OW AEA. Also in FY05,
children received the Creative Curriculum for Early Childhood Development and Learning
Checklist. Children showed increases
in each developmental area including:
88% increase in the language and
literacy domain; 82% increase in the
arts/creative domain; and 82% increase
in the social/emotional domain.
Finally, in the DECA, children showed
increases in their protective factors.
For example, 50% of the children with
'significant behavior concerns' during
time I made significant protective
gains and no longer show any kind of
behavior concern.
b
School Success/Youth Education: In
FY05, Neighborhood Centers assisted
154 youth from Clear Creek,
Broadway and Pheasant Ridge register,
secure scholarships and locate transportation to summer school. All youth completed summer
school coursework. Also in FY05, kindergarten youth participating in the Breakthrough to
Literacy after-school program mastered 7,118 written words and all 26 uppercase alphabet
letters (phonics and print awareness). An average of 101 books were read by the enrolled
youth. Children enrolled in the PREP program received a pre- and post- Kindergarten Skill
Assessment. Results show that children enroll in the PREP program with undeveloped
classroom skills (average .85) in the areas of classroom rules, work skills, and social behavior
skills, yet began with much stronger non-classroom skills in the areas of communication and
self-management (average 1.345). In addition, all PREP children received an Ages and Stages
during the enrollment home visit. Of the 13 Ages and Stages completed, 5 children showed
delays in two or more areas; an additional 4 children showed delays in one area.
.
NeighbomoodCentllrsofJllhnsonCounty
Creative Curriculum Results
3
2.5
2
e
o
~ 1.5
.
'"
1
0.5
o
Ptll'JlcIIl
~ CogIilM SodI~
o.veIopmentaJ DornIIn
--
7. How do you plan to use the evaluation results to enhance/extend your services?
. Family literacy and adult employment: With the high number of adults without a GED and/or
with ESL needs, we need to focus on increasing graduation rates and building career
opportunities. We are working with the University of Iowa's College of Education to identifY
the elements necessary to complete the GED program. We are also working with Kirkwood
Community College to put those elements in place for participating families. Also, adults in the
neighborhoods continue to struggle with insufficient wages and lack of insurance. Partnerships
with community agencies will be vital in addressing employment issues.
. Child development: Many young children entering NCJC child development programs are
identified as having developmental barriers to learning. Because of those assessment results,
partner agencies help efficiently bring appropriate resources to the child. They also support
staff through regular training opportunities. In the past 2 years, we created an Early Childhood
Interventionist position in the agency that has changed the course of early childhood
programming. The Interventionist works with partner agencies to assure appropriate testing and
identification occurs, facilitates individual and group play therapy, develops individual
interventions for children, trains Center staff to maintain the daily plan, and works with parents to
transition to home and school. We believe the Interventionist helped to create a therapeutic
jccoghs\fundingform.doc
10
Neighborhood Centers of Johnson County
classroom environment for each child and we hope to expand the position to support more young
children and their families in the upcoming year.
. Youth Education: As seen in ICCSD measures, students in our neighborhood schools are falling
below city, state and national averages for school success. We are stepping up academic and
literacy skill development opportunities in our after school and evening programming. For
example, we are working with Breakthrough to Literacy to pilot a reading afterschool curriculum
for our Kindergarten groups at both Broadway and Pheasant Ridge. We have also committed to
more academic and skill-based learning programs in all youth development programs. We are
placing greater emphasis on a pre-employment component for our pre-teens and teens. It is a
missing piece in assisting those youth in developing work skills and staying out of the juvenile
court system.
8. How do your programs/services impact the community?
Neighborhood Center programs touch on each of the many of the areas identified as serious issues
by the Johnson County Capacity Assessment. For example, in direct response to consumer
direction, Neighborhood Centers of Johnson County has been radically expanding the availability of
child care programs. Over the past nine years, we have grown from offering 12 part-time child care
spaces to serving over 150 children in our licensed child care programs for children birth through
school age. We continue to see a large number of children in our Broadway child care that are in
foster care and protective care. These are children living in crisis, and the addition of the Early
Interventionist has been very important in assisting those families reach services and prepare for
school success.
We recognize the growing need for more employment services for families and are collaborating
with service providers to bring more of those resources to our neighborhoods. With the large number
of families without high school diplomas, it is first vital to work on career development with
Kirkwood Community College, and that is available through on and off site classes. Child care and
transportation is available at NCJC. We are proud of the fifteen employees working at Neighborhood
Centers who also live in the neighborhood.
We have increased prevention programs with a health care focus. We are offering health clinics to
families through a collaborative effort with the Department of Public Health and University of Iowa
Hospitals and Clinics. With the support oflowa State Extension, we offer nutrition programming to
children aged two to eleven and their parents. Our Neighborhood Advisory Councils develop
strategic plans to maintain safety in each neighborhood. In the area of substance abuse, every
afterschool and teen program incorporates drug prevention programs in monthly plans. We facilitate
the LifeSkills curriculum in after school and junior high programs, presenting the importance of
positive choices and healthy life styles. The after school programs for second through sixth graders
focus primarily on promoting health, nutrition and fitness.
9. How did the agency respond to the UWJC recommendations from your last review?
NA
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11
NeighbomoodGllntersofJohnsonGounty
Section 5: Board Governance
1. Please provide a board roster with names, town, occupation, term and end date, officers and
committee assignments. (Attach as Appendix A)
2. How often does your board meet?
Bimonthly
3. What is your average attendance at board meetings?
80%
4. How is the board involved in strategic planning and governance of the agency?
The entire board is involved in a biannual strategic planning session that yields a 2 year plan
for action. The executive committee is charged with periodic review of the plan and tracking
progress on the goals set forth in the plan. The executive committee meets 12 times per year
outside of the board meeting and makes recommendations on implementation strategies.
5. What type of training/orientation do board members receive?
A member of the Executive Committee and the Executive Director handle training and
orientation.
6. Does your agency have written policies and procedures for [mancial management? If yes, date of
last board approval?
Reviewed by board on May 13, 2003
7. Have you filed the bi-annual report with the Secretary of State? If yes, date filed? 3-28-05
8. Have you filed the IRS form 990 for the most recent year? If yes, date filed? 11-10-04
If no to questions 6, 7, or 8, give explanation.
9. Does your agency have a yearly audit? Yes,f No If yes,
Who completed the audit? How much did the audit cost?
Clifton Gunderson, LLP $5,800
If material weaknesses are noted in the audit, what is your plan for addressing them?
NA
If you do not have an audit, what is in place to assure accountability in the agency's financial
management? (Give specifics of financial practiceslfInancial review procedures)
10. Insurance Coverage: (check what coverage your agency has)
Insurance Check if agency has Amount
Directors & Officers $1,000,000
a. fiduciary liability ,f
b. emolovrnent oractice liability
General Liability " $2,000,000
Umbrella Liability " $1,000,000
Professional Liability v $1,000,000
Property or Renters ,f $1,100,000
Vehicle " $1,000,000
j ccoghslfundingform.doc
12
Neighborhood Centers of Johnson County
Section 6:Personnel and StalIDevelopment
1. State the length of employment of the Executive Director and hislher qualifications.
Brian Loring is the executive director of Neighborhood Centers of Johnson County. He has
been in that position for 10 years. Over the past 22 years he has worked as a human service
provider, community organizer, policy analyst, administrator, and volunteer coordinator.
Specific experience includes: Trust Officer for the Schwan's Trust Fund at the Southwest
Minnesota Initiative Fund; Field Director for the Public Interest Center on Long Term Care in
Sacramento; Program Director for Humboldt County Resource Center, Eureka, California;
Director at the Center for Health Care Rights in Los Angeles; and Community Organizer for
Cedar Rapids Citizens for Community Improvement. Brian has a Masters degree in Social
Work from the University ofIowa (1987) and a Bachelors degree from the University of
Northern Iowa.
2. Staff Salaries & Benefits
Cbeck if Applicable
Retire. Full-Time Equivalent
Paid Healtb ment Current Salary fFTE;)
Position Leave Ins. Plan ** Range Last Tbis Next
Per Position Year Year Year
Executive Director X X X $56,784" I I ]
Associate Director X X X $54,048" ] 1 ]
Business Manager X X X $32,00042,000 .75 .75 .75
Program Directors X X X $38,00045,000 3 3 2
On.Site Child Care Coordinators X X X $26,000.34,000 2 2 2
Fami]y Resource Coordinator X X X $25,000.32,000 ] ] I
(school.based)
Family Support Workers X X X $26,000-34,000 5.5 6.5 4.5
Youth Program Coordinator X X X $28,000.36,000 1 2 2
Lead Teachers X X X $23,600.27,000 6.5 7 6
Assistant Teachers X X X $] 6,600.20,800 ]2.5 ]3.5 ] 1.5
Administrative Assistant X X X $] 9,800-32,500 2 2 2
Early Interventionist X X X $25,000.32,000 .5 1 0
Food Service Workers X X X $15,800.22,000 ] 1 ]
Maintenance Technician X X X $20,800-25,000 .25 .25 .25
AmeriCorps Members X X $]0,600 6.5 6.5 6.5
Summer Temp Employees $16,600-32,500 2 2 2
TOTAL FTEs 46.5 50.5 43.5
jccoghs\fundingform.doc
]3
Neighborhood Centers of Johnson County
'The salary range for positions is generally set when position is open. These positions have not been open for 10 years, so
there is not a current range.
" The retirement plan is an optional employee contribution only for tax deferred 403 B plan.
3. If serving multiple counties, how many FTEs serve Johnson County (include administrative and
direct service staff)?
NA
4. How much was spent on staff development in the last fiscal year? $11.498
5. How much is budgeted for staff development in this fiscal year? $11.500
6. What training and support opportunities are offered to staff?
Neighborhood Centers of Johnson County provides numerous training and development
opportunities for staff. All staff, upon hiring, receives two-full days of internal training, covering
topics such as: personnel polices; licensing regulations; and basic child development, community
development, youth development and family development. In addition, all staff receives training in
CPR, Universal Precautions, Mandatory Reporters and First Aid during the first six months of
employment. We also provide semi-annual planning and development program trainings on-site.
This year, we have contracted with Grant Wood AEA to provide Ages and Stages training to our
staff and in the child care community.
NCJC provides montWy Child Development Associate (CDA) training for staff working in the
child development programs. The CDA program is an intensive course covering all aspects of
teaching, guiding, and developing young children. Case management meetings each month at each
Neighborhood Center offers support, guidance and long tenn goal setting for all direct line staff.
Finally, Neighborhood Centers of Johnson County offers numerous opportunities to attend
workshops and conferences presented by outside resources. This fall, all teacher and assistant
teachers will be attending the IAEYC conference in Des Moines. Teachers have also attended
DECA training, seat belt safety training, and literacy program training. Three of our family support
workers are becoming certified to lead Family Team Meetings, all have attended the Empowennent
Training and the Explosive Child Training. Youth coordinators have attended Breakthrough to
Literacy on-going training and attended the Iowa Afterschool Association Conference.
7. (a) What is your turnover rate (for last complete FY) for direct line staff?
We recorded a 26% turnover rate in the last fiscal year. A percentage ofNCJC's turnover is
related to the AmeriCorps positions, who sign up to fulfill a one year tenn. This year, 12% of the
turnover referred to AmeriCorps members. An additional 6% of the turnovers were employees
who left the country to return to their home country.
(b) Issues and concerns about turnover rate?
We have greater turnover in our school aged programs, seemingly where the funding is less stable
and we are not able to support full-time positions with benefits. We tend to have most of the
agency turnover at the end of summer when AmeriCorps contract ends and younger employees
return to school.
(c) What has your agency done to address issues and concerns?
jccoghslfundingform.doc
14
NeighhorhoodCentersofJohnsonCDunty
We recognize the importance of stable staff for successful programs. To that end, we review
salary ranges annually to make sure we remain competitive in our community. We continue to
look at additional benefits to our positions. We offer a variety of staff development activities and
opportunities for growth within the agency.
8. Please attach current organizational chart as Appendix B.
9. Comparing the last complete fiscal year to current fiscal year, what was the average % wage
increase?
4%
10.
Yes No brief explanation
Does your agency ./ Personnel policies were updated by the board in August of
have personnel 2003.
policies?
If yes, date board
last reviewed?
Does your board ./ Board conducts an annual review of director that includes
annually evaluate assessment from both internal and external sources.
the director's
performance?
Does your agency ./ NA
have job
descriptions for
every position?
If yes, date of last
board approval?
Is there an annual ./
performance
review for every
staff?
II.
12.
13.
jccoghslfundingform.doc
15
Neighborhood Centers of Johnson County
Section 7: Financial Management
A. Three Year Historical
Balance Sheet
(As of your fiscal year..end)
FY03
EnterYr
FY04
Enter Yr
FY05
Enter Yr
Current Assets
6/30/03
6130104
6/30105
Cash $110348 $51571 $74,021
Investments $0 $40,000 $50,787
Receivables < 90 da~ $155,849 $171 ,259 $154,843
Other
Total Current Assets
$266,197
$262,630
$279,651
Other Assets
Pro~"" $884,426 $928 967 $928,967
Eauioment $217 393 $149425 $149,425
less deDreciation ($423810 ($426 861\ ($429,861
Receivables> 90 days
Other
Total Non-current Assets
$678,009
$651,531
$648,531
Total Assets
$944,206 $914,361 $928,182
FY03
Enter Yr
FY04
EnterYr
FYOS'
Enter Yr
Current Liabilities
6130103
6/30104
6130105
Accounts PaW'lble $14493 $12500 $24218
Pavmll Taxes Pavable $5,508 $12,578 $14,889
Accrued Vacation Payable $23,920 $27 220 $25,167
Accrued Pavroll Pavable $43 757 $14464 $17 222
Toml Current Liabilities
Other LIabilities
$97,676
$66,762
$91,496
Mort"8"8 Pa ""ble-Balance $94,879 $93 040 $91 202
Other
Total Other LIabilities
Total Liabilities
Net Assets
$94,879
$182,557
$761,649
$93,040
$159,802
$754,559
$91,202
$172,698
$755,464
Liabilities & Net Assets
$944,206 $914,361 $928,182
16
Neighborhood Centers of Johnson County
[ ] county specific [ ] program specific
Last Yr Cur Yr
FY05 FY06
Infomnation is: [Xl entire agency
B. Income & Expenses
Income
Local Funding Sources
Iowa City
Coralville
Johnson County
United Way - Allocation
_ Special Needs Funding
- Designated Giving
Grants-Federal, State, Foundation
Net Sales of Service
Net Sales of Materials
Contributions/Fundraising
Investment Income
$57,495
$0
$69,366
$102,804
$1,217
$4
$1,105,177
$321,915
$0
$17,797
$1,908
other
Total Income
$1,677,683
Expenses
Wages & Salaries
Benefits
Occupancy
Non-occupancy
Other
$1,122,196
$212,797
$106,809
$277,909
$1,719,711
C. Fund Balance
Revenue
Carryover Balance from previous year
Total Operating Budget
$1,677,683
$51,051
$1,728,734
Less Total Expenses
Ending Fund Balance
Less Restricted Balance (explain)
Carryover Fund Balance
$1,719,711
$9,023
$9,023
$59,220
$0
$71,447
$105,099
$904
$1,318,321
$325,000
$0
$15,000
$1,000
$1,895,991
$1,190,608
$225,770
$128,000
$292,000
$1,836,378
$1,895,991
$9,023
$1,905,014
$1,836,378
$68,636
$68,636
17
Next Yr
FY07
$61,000
$0
$73,500
$107,200
$1,000
$1,089,314
$357,500
$0
$15,000
$1,000
$1,705,514
$1,122,000
$215,000
$140,000
$290,000
$1,767,000
$1,705,514
$68,636
$1,774,150
$1,767,000
$7,150
$7,150
Neighborhood Centers of Johnson County
D. BdfDonorlFunder Restricted Funds Deslanated for: Last Year This Year Next Year
Board RestrictedlEmer~encv Funds $ 50000 $ 50,000 $ 50,000
Total Restricted Funds $ 50,000 $ 50,000 $ 50,000
FY05
FY08
FY07
E. In Kind Suooor!: This V..r Next V..r Next Vear
ServicesNolunteers Board Members, Work Studv Students $ 94,000 $ 95,000 $ 95,000
Senior Volunteers Foster Grandn"....nts $ 4,000 $ 4,000 $ 4 000
Material Goods Table to Table, HAeAP $ 20,000 $ 20,000 $ 20,000
Soace,Utilities etc ISnace in churches and schools $ 11,000 $ 11,000 $ 11,000
Totalln-klnd SUDDort $ 129,000 $ 130,000 $ 130 000
FY05
FY06
FY07
F. Grants DoserlotlonlPu"""'. This Year Next Year Next Vear
Access to Literacv . Grantwood AEA Ed. And Sun~rt (BW) $ , $ 10 000 $
African American Youth Grant Prevention lBW) $ , $ 4,087 $
AmeriComs Prevention (BW CC, PR) $ 97,192 $ 80,000 $ 80000
BASICS Ed. And Su~rt rnw and PR\ $ 25538 $ 3,088
Broadwav Revitalization Proiect ICDBG) Prevention IBW) $ 5931 $ - $ -
Child Food Servicpf1'),.rn. efEd Children's meals(BW and PR) $ 64203 $ 62,000 $ 62 000
Clear Creek Amana School District Ed. And Su~rt rcC\ $ 35,450 $ 37500 S 39500
Communitv Develonment Block Grant Rehabilitation at BW and PR $ 6,000 S 50000 S 30000
Communit-v Juvenile Justice Prevention fRW\ S 49,745 S 49 250 $ 49,250
Decat Summer ProQ:ratn Ed. And Sunoort (BW and PR\ $ , S 40 873
DPnlIrtment of Education Ed. And Su~rt (BW and PR' $ 253385 $ 248,377 S 248,000
Emnnwerment ~ Exnansion Childcare Ed. And Su~rt (BW and PR' $ 49,482 S 50274 S 82,500
EmnnwermentIParent Suooon Ed, And Sun~rt IBW and PR) S 97 900 $ 117480 $ 128000
Emnowerment ~ Parentine while denressed Prevention fRW\ S 3086 $ , $ ,
EmnowermentIPREP Summer Preschool (Twain) $ 23104 $ 18680 $ 20 000
Emnowerment . ESUGED Ed. and SUDoort $ 23516 $ 27,648 S 23000
HeadStart Ed. And Sun~rt raw and PR) S IJ3 712 S 134,064 $ 199,800
Iowa Citv Communitv School District Ed. And Sun~rt (BW and PR' S 12,292 S - $ ,
Johnson Countv Earlv Childhood Initiative Ed. and Sunnort - PREP ProOTam S 144 690 S 300,000 S 41764
Neiahborhood Youth Develonment Prevention (BWl $ 17888 S 50,000 S 50,000
Innnnrtunit-v Fund Ed. And Sunnort fBW and PR) S 2,805 S 4000 $ 4,000
Other OT:mts Grant P"1"nnses: Mini~2flU1ts & ......nts souaht S , S 5000 $ 5000
Summer Food ServiceIDent.of Ed Ed. And Sun~rt IBW CC, PR\ $ 15925 $ 16,000 $ 16500
United Wav Priorities 5th/6th Ed. and Sunnort $ 8,500 $ - $ ,
United Wav Priorities - Clear Creek Ed. and Sun~rt rcCI $ 3,910 $ , $
VarietvClub Purchase of Van $ 27,717 $ , $ ,
VISTA Grant Prevention (BW, CC, PR\ $ 3206 S 10,000 $ 10,000
Total Grants $ 1105177 $ 1318,321 $ 1,089,314
FY05
FY06
FY07
18
Appendix A
NEIGBBORHOODCENI'ERSOF JOHNSONOOUNTY
BOARDOFDIRECrORS
ZOOS
PRESIDENT.
VI~
SECREL\RYIIREAS(JRER:
Emily Hughes, Attorney (2002)
9 Gilmore Court
Iowa City, Iowa 52246
(312)343-3568
emilyhughes@yahoo.com
Roger Reilly, Vice President (1999)
Hills Bank & Trust
140 I Gilbert Street
Iowa City, IA 52240
338-1277; Ijreilly@hillshank.com
Fred Mims, Associate Athetic Director (1999)
University of Iowa
30 I Carver Hawkeye Arena
IowaCity,IA52242-1020
335-9598; fred-mimS@uiowa.edu
Meredith Caskey (2005)
University of]owa, Rec. Services
1215 Pickard St
Iowa City, la 52240
319-351'{)13l cell 319-331-1676
meredith-caskevuv.uiowa.edu
Bob Lamkins (2005)
1266 Prairie Grass Ln
Iowa City, IA 52246
319-400-3388
bobilVu.reatmidwest.net
Mary McCue, retired (2002)
447 S Sunnnit
Iowa City, Iowa 52240
33~134
mccue@zeus.ia.net
Robin Sueppel, Agent (2002)
Lepic-Kroeger Realtors
2346 Mormon Trek Blvd.
Iowa City, Iowa 52246
35 I -8811; sueppel@aol.com
John Roffinan, Owner (2002)
Roflinan Construction
1314 Buoy Drive
Iowa City, Iowa 52246
35]-3141
roffinanjohn@mchsi.com
Sue Dulek, Attorney (1992)
City ofIowa City
20 I South Lowell Street
Iowa City IA 52245
356-5031
Susan-Dulek@iowa-city.org
Dawn Barker-Anderson, Attorney (1997)
ACT
45 Heron Circle
Iowa City, Iowa 52240
H 358-8333; W: 341-2446
email:andersond@act.org
Marian Kmr, City Clerk (2003)
City of]owa City
410 E Washington Street
Iowa City, Iowa 52240
356-5043
marian-karr@iowa-city.org
Sandy Lawrence, Principal (2005)
Grant Wood Elementary School
1930 Lakeside Drive
Phone: (319) 688-1180
Fax: (319) 688-1181
lawrence.sandy@iccsd.kI2.ia.us
Mary Kate Pilcher, Attorney (2005)
Kermedy, Cruise, Frey & Briscoe
1620 Ranier Dr
Iowa City, IA 52246
319-358-1019\\1< 319-351-8181
mDilcher(al,kclblaw.com
Jessica GreYing (2005)
Residential Mortgage Network, Inc.
3 19-351-6566 home
319-354-7501 office
319-330-1 502 ceIl
jessicagreving@yahoo.com
Appendix B
Neighborhood Centers of Johnson County
Organizational Chart FY06
t<<;JCBoa"(Iof
Dires;tm
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-- """""""
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I i
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~~:::::::::::::= .. ......~ !! . ! VISTA<lW
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F\ 07 I hllnall Sen ice \g"IIl'~ Reqlll'st lor Fllnding
( 11\ 01 ( onll\ ilk. ( 11\ 01 hm ,\ ( 11\. ,Jllhn",ull ( Olllll\. l 1lI1t.'d \\ <1\ HI ,101111..,011 ( HUIII,
Section 1: Backl!round
Agency Name: Rape Victim Advocacy Program
Bd. Pres Name: Carol Clemens
p~one: (319)~3 :OO~ ~7
SIgnature: ~~
Signature: ~ en 0 ^""-"~
Address: 320 S. Linn St., Iowa City, IA 52240
Director Name: Karla S. Miller
Request Completed By: Karla Miller,
Anne Wilson
Date: 9/30/05
Check Your Agency's Budget Year:
1/1-12/31 7/1-6/30 X
Lm'all' lIJ1din~ Sllmmar~:
4/1 /04-
3/31/05
10/1-9/30
--
4/1/05- 4/1 /06- %of
3/3]/06 3/31/07 Total
Bud et
$ 25,199 $26,200 6.8%
Amount received from UWJC
Does not include designated
ivin or S ecial Needs Grants
$ 24,465
FY05
$ 11,011
$ 13,900
Ci of Coralville $ 2,915
What were local funds used for this year:
Funds hel ed a for salaries, benefits, and 0 eratin
What will next year's local funds be used for?
Funds will be used to continue su ortin RV AP direct services, outreach, and administrative needs.
FY06
$ 11,121
$ 14,317
$ 2,965
FY07
$11,600
$14,900
$3,100
3.0%
3.9%
0.8%
Agency Mission Statement:
The Rape Victim Advocacy Program provides confidential, accessible support and advocacy to
victim/survivors of sexual abuse and their partners, friends, and family members and works to
create a community free from sexual violence by providing education and prevention strategies and
by promoting social change.
Summarize your programs and services:
Rave Crisis Services
RV AP comprehensive crisis services include: (1) the local 24-hour Rape Crisis Line; (2) in-person
medical, legal, court and systems advocacy; (3) individual counseling by certified sexual assault
counselors; (4) support groups, and (5) other direct services for victim/survivors of sexual abuse
and loved ones in Johnson, Cedar, Iowa, and Washington Counties. Trained volunteers provide in-
person crisis line services, medical advocacy and police advocacy. R V AP staff provides daily
crisis line coverage, and backup calL We provide short-term counseling and have a structured
three phase program. The Executive Director provides counseling services to clients with more
complex histories. Support groups co-facilitated by RV AP staff members are available.
Rape Victim Advocacy Program
Iowa Sexual Abuse Hotline
The Iowa Sexual Abuse Hotline (ISAH) provides information, support, and referrals through the
24-hour toll-free hotline available to the entire state ofIowa. This crisis line is staffed by trained
RV AP staff members and emergency advocates. The ISAH maintains a resource database for
referrals throughout Iowa, advertises services across the state, and publishes a quarterly newsletter
providing information about the hotline and sexual abuse topics.
Risk Reduction/Educational Services
Rape prevention education programming is an integral part of our services. We believe that
education is key to reducing the risk of sexual violence and providing support to victims. Our
education and risk reduction efforts: (1) teach healthy relationships; (2) dispel myths about sexual
abuse and victims of sexual violence; (3) increase support available to sexual assault victims; (4)
raise awareness and increase understanding in our communities regarding the prevalence of drug-
facilitated assaults; (5) teach risk reduction techniques; (6) train area professionals on best practices
in serving sexual assault victim/survivors, and (7) network with other individuals and agencies on
policy matters.
List any accreditation and Iicensnre yonr agency currently has. Explain.
1. New staff and volunteers complete 32 hours of training we conduct three times a year. We also
offer continuing education to staff and volunteers and hold monthly volunteer meetings.
2. In addition to RV AP training, staff members receive additional certification as victim advocates
following 40 hours of training conducted by the Iowa Coalition Against Sexual Assault
(IowaCASA). For each staff member to maintain certification, there are ongoing requirements for
continuing education as well as a minimum required number of hours of direct service provision.
These standards are set by the Iowa legislature and administered by IowaCASA.
Agency History
In 1972, women met to discuss sexual violence, including barriers they faced seeking help and
recognized a need for victim services. The Rape Crisis Line began in 1973 with volunteers
answering a phone at night in a local attorney's office. In 1974, the Rape Victim Advocacy
Program obtained funding from local government, the University of Iowa, and the UI Student
Government. We added a Speakers Bureau, Information Bureau, short-term counseling, and
support groups.
In 1998, the State ofIowa awarded RV AP a grant to provide telephone support for the Iowa Sexual
Abuse Hotline and to expand services to Cedar, Iowa and Washington Counties through a grant
from the Violence Against Women Act. RV AP has nine paid positions (7.25 FTEs) and a
volunteer pool of 47 advocates following a staff reduction of 1.5 FTEs due to cuts in funding in
June 2005.
We are continuing to responding to chronic and emerging issues. For example, we developed a sex
offender registry frequently asked questions handout regarding the state regulations. We have had
numerous requests for this information and have posted the information on our new website,
WWW.rvap.org.
2
Rape Victim Advocacy Program
Weare improving our services to special populations (deaf, disabled) through training and
networking with other agencies. We expanded outreach and programming in our outlying service
areas and continue to collaborate with key organizations, law enforcement, and educational and
civic organizations.
Section 2: Client Profile
1. How many Johnson County residents (Including IC &
Coralville did our enc serve?
2. How many Iowa City residents did your agency serve?
Unduplicated Count
FY04
3,676
FY05
4,740
Unduplicated Count
2,242
2,891
3. How many Coralville residents did your agency serve?
Unduplicated Count
735
948
7
Age (use agency's
breakdown if needed
0-12
13-17
18-29
30-44
45-64
65+
Unknown
Gender
Ethnicity (use agency's breakdown)
546 African American
52 Asian American
5 Euro ean American
His anic American
Multi-Ethnic
Native American
Other
Unknown
Nole: Client profile includes direct services only (not speaking engagements)
94
93
244
79
28
4
61
Female
Male
Unknown
23
5
323
11
1
]
3
236
Identify what services are included in Client Profile:
R V AP provides services to victims of sexual abuse, harassment, stalking, and dating violence, and
to their families and friends through the 24-hour local Rape Crisis Line, peer counseling sessions,
and support groups. Specifically, we provide (1) advocacy, support, and information at hospitals,
law enforcement agencies, and in court, (2) risk-reduction prevention/education programming
targeting schools, businesses, and civic groups, and (3) consultation and training for medical
personnel, law enforcement, counselors and other professionals. Our services are free of charge,
confidential and available to everyone.
Services included in the client profile above includes (1) telephone support; (2) in-person medical,
legal, court and systems advocacy; (3) individual and group counseling by certified sexual assault
counselors, and (4) other direct services for victim/survivors of sexual abuse.
3
Rape Victim Advocacy Program
3. Briefly describe your service population.
We primarily provide direct services related to sexual assault to people over the age of 12. Our
service population includes anyone who has experienced sexual abuse, harassment, date rape, or
stalking. We target all ages with our prevention education and risk reduction programming.
4. How do you determine eligibility for services?
Everyone is eligible for our crisis services and prevention/education outreach programs.
S. Are there fees for your services? Yes_ No X
6. A. Do you provide services in the small communities and rural areas of Johnson County?
Area(s) Served: Iowa City, Coralville, Hills, Solon, Tiffin, Kalona, and other towns and rural
areas in Johnson County.
Services Provided:
. Crisis services via the local Rape Crisis Line and the Iowa Sexual Abuse Hotline, in-
person advocacy, counseling and support
. A comprehensive website with information for victims and their loved ones, the media,
University students, faculty and staff and the general public
. Educational programming, specifically to special populations (e.g., Spanish-speaking
people, people in rural areas, and people with disabilities).
B. Do you provide services to areas outside of Johnson County?
Area(s) served: Cedar, Iowa, and Washington Counties; State oflowa
Services Provided:
. 24-hour Rape Crisis Line
. In-person medical and legal advocacy, counseling and other direct services for
victims/survivors of sexual abuse in Cedar, Iowa, and Washington Counties
. Educational programming for Cedar, Iowa, and Washington Counties
. Statewide 24-hour support, referral and information through the Iowa Sexual Abuse
Hotline
Funding sources for services outside of Johnson County:
.
Crime Victim Assistance Division
The Community Chest of Washington
United Way of East Central Iowa (time-limited grant)
.
.
4
Rape Victim Advocacy Program
Section 3: Community Relations
1. How do you assess satisfaction with your services?
(a) Clients
We have a two-page evaluation that is given to crisis clients following medical or legal
advocacy. We also ask audience members at our programs to fill out evaluation forms.
We query clients and individuals from other agencies as to our performance and client
satisfaction. This year, we will be including an evaluation form on our website to try to
collect information from crisis callers and other service users.
(b) Community
We receive letters and comments from people in various parts of the community. The
RV AP Advisory Board sent evaluation forms in early 2005 to different community
groups including law enforcement, medical personnel, schools, agencies, civic
organizations, churches, etc. We also meet frequently with representatives of many
different parts of the community to assess the impact of our program and identify
community needs and resources.
2. Briefly summarize your findings
We receive feedback from clients, law enforcement, hospital personnel, other agencies, and the
community that has been very positive. Many people have noted our changes and express their
approval. We strengthened many of our relationships, networks, and collaborations. Clients have
expressed interest in the development of groups. Finally, the response to our efforts in the area of
risk reduction has been very positive. The following are a sampling of the voluntary comments we
received from program attendees in the past year:
"It (the program) allows kids to learn about a subject that many parents and teachers are
afraid to tackle. Sarah does an excellent job of presenting quality information with excellent
handouts and discussion. "
"As always, both presenters are well-spoken and gave us great information. Thanks for
presenting at our level. "
"Although it is difficult to listen to it, it is good how the presentation was as upfront and as
honest about what is happening. The more of the honest truth, the better. "
"The presenter was great and really seemed to be able to relate to us. She knew her info very
well and presented very interestingly. Keep up the good work. I guess I'd say try to reach
more guys. The Undetected Rapist video should be shown to every male! Girls know a lot of
this stuff already. "
3. What changes have been made in response to these findings?
We are more effectively matching speakers with our target audiences. For example, our staff
members are presenting programming matched to their expertise. We re-designed our sexual
trauma groups in response to suggestions we received and to identified needs. We have worked
5
Rape Victim Advocacy Program
closely with the Johnson County Sexual Assault Response Team (JCSART) and the Johnson
County Sexual Assault Investigation Team (JCSAIT) to improve our collective responses to
victims.
4. Who are your referral sources to your agency? Please list the main sources and estimate the
percentage of clients that are referred by each source.
Source of Referral % of Clients Referred
Law Enforcement 5%
HospitallMedical Personnel 20%
Therapists/Counselors 2%
Other Agencies 10%
Self-Referrals/Personal Referrals 55%
School Personnel 8%
5. What other agencies/organizations in Johnson County provide similar services to the same
clientele as your agency?
Both the Domestic Violence Intervention Program (DVIP) and United Action for Youth (VA Y)
intersect with RV AP when working with victims of domestic violence and adolescent victims of
sexual assault. Our focus is on sexual abuse/assault and we often work with DVlP and UA Y
clients on those issues. For example, we might accompany a teenager at the hospital for the sexual
assault exam and then refer the teen to UA Y for follow-up services. UA Y may be working with
teens on other areas of their lives, but then refer them to us to work on sexual abuse issues.
Likewise, we might help a battered woman with sexual abuse issues, including marital rape and
past sexual abuse issues, while DVIP assists with her other issues.
6. Describe what distinguishes your agency and/or its services from other agencies that provide
similar services in Johnson County.
RV AP is the only agency that deals exclusively with sexual assault and sexual harassment. We
provide advocacy, support, information and counseling to victims/survivors of sexual crimes,
including rape, incest, child molestation, sexual harassment, and all other sex crimes. Weare the
recognized leader in hospital advocacy for victims of sexual violence. We are also the only agency
exclusively focusing on sexual abuse prevention/education. Notably, we are also focusing on
prevention campaigns against child sexual abuse.
6
Rape Victim Advocacy Program
7. Outside of referrals, list up to 3 primary collaborations. Briefly describe the nature of each
collaboration.
Collaborations Briefly Describe
1. Johnson County Sexual Assault 1. This team added Mercy Hospital as a
Investigation Team (JCSAIT) and the Johnson member and includes representatives from law
County Response Team (JCSART) enforcement, the County Attorney's Office,
medical personnel, including the Sexual Assault
Response Team (SART), and other agencies
and organizations who meet regularly for the
purposes of networking, coordinating efforts,
and monitoring needs in the community as they
relate to sexual assault.
2. Iowa City Alcohol Advisory Board 2. We have been working with Iowa City bar
owners to raise awareness about alcohol and
drug-related sexual assault. This group also
conducted a fundraiser for RV AP in December
of2004 and raised $2,004.
3. University oflowa Theatre and Art 3. We collaborated with these two
Departments departments to coordinate a unique display of
the Clothesline Project in conjunction with the
presentation of "The Rape of Lucretia" during
Sexual Assault Awareness Month.
Section 4: Strate!!ic Plannm!! and A!!encv Effectiveness
1. Describe up to 3 challenges/opportunities your agency is currently facing and how your
a en is addressin them. e. ., eneral trends, staffin , finances, service delive
Challen es/O ortunities Strate ies
1. Funding - We had to cut 1.5 FIE positions in 1. Our goal is to establish a 60/40 ratio
June 2005 due to budget cuts while the demand regarding our reliance on federal/state grants
for services increases. versus other funding sources.
2. The rise in internet predation of children has
presented a particular challenge in teaching
safety to kids and their parents regarding
computers.
3. The increased awareness of registered sex
offenders in the wake of the Jetseta Gage murder
si nificantl increased re uests for information.
We are increasing our dependence on current
staff members to fill as many gaps as much as
we can without reducing the quality of
services.
2. We are collaborating with Iowa City and
Coralville Police Departments to run an ad
campaign aimed at raising awareness
regarding predators and pornographers
accessing children. We will also be
presenting training and other programming
on these issues.
3. We collaborated with the Department of
Correctional Services to write "Sex
Offenders: Fre uentl Asked Questions"
7
Rape Victim Advocacy Program
2. In what way will the needs of your service population change over the next five years?
As we have anticipated for some time now and are realizing, other service agencies have
experienced funding decreases and service cutbacks. Therefore, we are seeing more survivors that
also have other serious but unaddressed needs. We continue to see more survivors with chronic
mental illnesses and significant sexual abuse histories.
We anticipate---and are seeing-- an increase in the requests for services and information about a
variety of sexual abuse topics such as clergy abuse, abuse in the military, and computer predation.
Furthermore, we are working to establish service delivery for Spanish-speaking clients and to make
available interpreters who are trained as advocates in Spanish and other languages.
3. How do you plan to address these changes?
We will plan our staff and volunteer numbers accordingly and will develop additional services to
address current issues. Drug-facilitated rapes, including those using alcohol, have continued to
increase. We developed and implemented an awareness campaign in January 2004 which
addresses drug-facilitated rapes; more information on this campaign has been included elsewhere
in this application.
Weare developing groups specifically designed to address clergy abuse, including the impact on
trust and spirituality. We will also develop and present programs offering analyses of such
situations as well as information about offenders in general and the impact of clergy abuse on
victims and communities. We will also address internet predators. Specialized groups for
homeless women will be offered to examine the barriers to safety and healing.
We have designed an extensive new website intended to provide information and interactive
services such as signing up for groups or volunteering. We continue to recruit additional Spanish-
speaking advocates. We will also be working with departments at the University to increase our
services to people who speak other languages. Several members of the staff are committed to
learning Spanish at a practical level. And we are completing our training program materials for
marketability .
4. Identify your desired client outcomes (what do you hope to achieve for your clients as the
result of your services?).
Through crisis line services, in person counseling and advocacy, we hope to:
. Help victim/survivors deal with the problems they face (realize they are not to blame, etc.)
. Provide support to the families and friends of victim/survivors
. Improve collaboration and working relationships with law enforcement, medical personnel
and other human service agencies
. Identify areas in which RV AP needs to offer additional services and information (i.e. after
seeing an increase in drug facilitated rapes in early FY03, we began an awareness campaign
for local bars about drug facilitated rapes.)
8
Rape Victim Advocacy Program
Through speaking engagements, informational tables and The Clothesline Project display, we hope
to:
. Increase community knowledge of sexual assault, harassment and stalking issues
. Expand community knowledge of free, confidential services available at RV AP
. Encourage victim/survivors to feel comfortable seeking help
. Motivate individuals to financially support RV AP
. Encourage individuals to actively volunteer at RV AP
5. Describe the evaluation methods you use to measure client outcomes and/or the success of
your services?
Clients are provided with the opportunity to complete a two-page evaluation following medical or
legal advocacy. Due to the nature of these services, evaluations are not frequently returned.
Evaluations that are returned to RV AP are closely reviewed and feedback is shared with the
appropriate staff members.
This past year we used a new evaluation tool for obtaining feedback from presentations.
Participants were given a half-page program survey and asked to evaluate the presentation,
effectiveness of the presenter, and to provide comments on what is most and least helpful about the
program. The data is entered into an Excel spreadsheet to track and analyze results. Evaluation
data from FY05 is summarized below. Using a four point scale (4=strongly agree, I =strongly
disagree) participants rate their level of agreement with the following statements:
We also request feedback in person, when appropriate. We are developing an evaluation form for
our website. We will also be developing surveys for the community, including one designed to
measure awareness about sexual abuse and harassment and another designed to assess the
prevalence of sexual assault in our communities. All of these tools will be on our website for ease
in access and completion. Respondents will be able to remain anonymous.
6. What client outcomes have you achieved?
Many of our accomplishments are different to concretely measure due to the inability to follow-up
with victim/survivors in many circumstances (e.g., our policy is for the victim to contact us for
follow-up services and/or to inform us of their status). Below are some of the measurable
outcomes.
9
Rape Victim Advocacy Program
I. We help victim/survivors deal with the issues they face as a result of their assault.
The services for people served in FY05 are as follows:
)> 603 crisis calls on the Rape Crisis Line, 225 of which were rapes
)> 145 information and referral calls on the Rape Crisis Line
)> 475 case follow-up calls
)> 88 new counseling clients for a total of 326 sessions
)> 72 hospital cases involved in-person advocacy
)> 21 cases involved in-person legal advocacy with advocates providing 51 additional in-
person advocacy
)> We received feedback from clients and their loved ones expressing appreciation to our
staff and advocates
2. We train other professionals about sensitive and supportive service delivery
~ We worked with law enforcement and medical professionals
~ We also spoke with counselors
3. We are expanding our resources for males and people of different ethnicities.
~ 52 calls for crisis counseling involved males
~ 323 callers were Caucasian, 44 were of other ethnicity, and in 236 calls, the ethnicity
was unknown
~ We have worked with males on awareness of how men can work to reduce sexual
assault and harassment
~ We increased networking with diverse individuals and organizations
~ Our website includes ethnic-sensitive and specific information
4. We use our website, handouts, and speaking engagements to confront myths and disseminate
facts
~ We presented 179 programs to 6,208 people, including information tables
;.. We provided handouts and brochures to students, the media, and others
~ We added new information and brochures to our Information Bureau
~ We refined and expanded our presentations
7. How do you plan to use the evaluation results to enhance/extend your services?
We look very closely at the written evaluations we receive and take note of verbal feedback given
to us. Of course, the positive feedback tells us what is working. The suggestions for improvement
allow us to refine our direct services, programming, and ancillary services.
In addition, we do an internal evaluation of our services and modify them regularly. We work to
make sure that our information is updated and includes materials that reflect current standards in
education.
8. How do your programs/services impact the community?
Our intervention through direct services with victim/survivors mitigates the impact ofthe trauma
and speeds the healing process. Additionally, the goal of our prevention/education efforts is to
raise awareness and assist in the reduction of risk. We are focusing more on reaching men
10
Rape Victim Advocacy Program
regarding appropriate behavior and encouraging them to urge others to stop being sexually
offensive and violent.
RV AP has been active in the evaluation and updating VI sexual assault and harassment policies
and procedures as they relate to sexual assault and sexual harassment; addressing media coverage
of sexual assault cases, educating potential jurors regarding sexual assault, and renewing a focus on
child sexual abuse prevention and developing education/prevention programming on internet
predation.
9. How did the agency respond to the UWJC recommendations from your last review?
Not applicable. We were not reviewed last year.
Section 5: Board Governance
1. Please provide a board roster with names, town, occupation, term and end date, officers and
committee assignments. (Attached as Appendix A)
2. How often does your board meet? We will be going to bi-monthly with work done in between.
3. What is your average attendance at board meetings? 8-10 people
4. How is the board involved in strategic planning, fund development, and governance of the
agency?
The board works with the Executive Director to update and monitor the agency's three-year
strategic plan. RV AP considers the strategic plan to be dynamic and we evaluate our progress
frequently. We have recruited new board members and the board's focus is primarily to build a
strong and resilient financial base for R V AP. We have several people whose specific interests lie
in fund development and fundraising. The board is actively involved in monitoring and overseeing
all activities of the agency. In addition to in-depth reports and discussions with the board, the
Executive Director and Fiscal Manager work regularly with officers of the board.
5. What type oftraining/orientation do board members receive?
We have a handbook for each board member that includes (I) Board Expectations of the Executive
Director; (2) the Executive Director's Expectations of Board Members; (3) Mission and Vision
Statements; (4) Policies and Procedures; (5) Board training materials, including general
information about sexual assault, recent R V AP financial statements, audits (and how to interpret
them), and (6) other valuable information that provides tools that board members can use to assist
them in their duties on the RV AP board. New board members meet with the Executive Director
and receive orientation to the agency.
11
Rape Victim Advocacy Program
6. Does your agency have written policies and procedures for fmancial management? If yes,
date oflast board approval? Yes. 2003-2004.
7. Have you filed the hi-annual report with the Secretary of State? If yes, date filed?
No - see note below.
8. Have you filed the IRS form 990 for the most recent year? If yes, date filed?
No - see note below.
If no to questions 6, 7, or 8, give explanation.
RV AP is part of the University ofIowa, and is therefore not required to complete the Iowa bi-
annual report or IRS Form 990.
9. Does your agency have a yearly audit? Yes X No
If yes, who completed the audit? Greenwood & Crim, P.C.
How much did the audit cost? $3,150
If material weaknesses are noted in the audit, what is your plan for addressing them?
No material weaknesses were noted.
10. Insurance Coverage
The University ofIowa is self-insured and provides RV AP liability coverage for the program and
the Advisory Board, Executive Director, staff, and volunteers as well as all other risk
management. Figures for this coverage are unavailable but, especially considering post-9/ll rates,
they would be prohibitive for our program if not provided by the University of Iowa. One
unofficial estimate exceeds $35,000.
Section 6: Personnel and Staff Development
1. State the length of employment of the Executive Director and his/her qualifications.
Karla Miller was the Director of the RV AP from 1981-1991. She was a volunteer for the program
for about three years prior to that. She was hired as the interim director in August 2002 and re-
hired as the Executive Director in December of2002. She holds a BA with Honors and Distinction
with a double major: (1) Psychology, and (2) Literature, Science, and the Arts. She also earned an
MSW from the University of Iowa and is licensed by the State of Iowa as an LMSW at the clinical
level.
Miller has conducted research in violence, sex offenders, domestic violence and animal cruelty and
has published work, including an article in the Journal of Child Abuse and Neglect. She has
several years of training and experience with sex offenders, including working as a treatment
program supervisor for the Iowa violent sexual predator program and facilitating sex offender
treatment groups. She served as the chair of the Lieutenant Governor's Task Force on Stranger and
12
Rape Victim Advocacy Program
Non-Stranger Sexual Assault and was appointed to the Governor's Sentencing Commission. She
has completed training in non-profit management courses as well as continuing education on
personnel issues. Miller is a Certified Victim Services Counselor has served as a trainer for many
agencies, including the Iowa Coalition Against Sexual Assault, and has been an expert witness on
the state and federal level. She is currently a member of the American Academy for the Study of
Traumatic Stress, the International Society for Traumatic Stress Studies (ISTSS), the Iowa
Coalition Against Sexual Assault, the Iowa Board for the Treatment of Sex Offenders, and the
National Association of Social Workers (NASW).
2. Staff Salaries & Benefits (for the entire agency)
Check if Applicable
Retire- Full-Time Equivalent
Paid Health ment Current Salary Range (FTEs
Position Leave Ins. Plan Per Position Last This Next
Year Year Year
Executive Director X X X $51,168 1.0 1.0 1.0
Assistant Director X X X $21,320 .5 .5 .5
Fiscal Manager X X X $36,247 1.0 1.0 1.0
Sexual Abuse Hotline X X X $28,782 1.0 1.0 1.0
Coordinator
Crisis Counselors,
including Volunteer X X X $27,716-$30,381 4.0 2.5 2.5
Coordinator, and
county outreach
Education Coordinator X X X $25,875 1.0 1.0 1.0
Clerical Work Study $8.00/hour .25 .25 .25
TOTAL FTEs 8.75 7.25 7.25
3. If serving multiple counties, how many FTE's serve Johnson County (include administrative
and direct service staft)? 6.75 FTEs
4. How much was spent on staff development in the last fiscal year?
In FY05, RV AP spent $2,633 on conference registration fees (does not include meals, travel, or
lodging.) Three staff members also received scholarships of more than $1,500 toward conference
expenses. In addition, staff received training from Deaf Woman ofIowa Against Abuse, Iowa
Coalition Against Sexual Abuse, and SafePlace (from Austin, Texas) at no cost to RV AP.
5. How much is budgeted for staff development in this fiscal year? $2,000
13
Rape Victim Advocacy Program
6. What training and support opportunities are offered to staff?
Staff is offered a variety of training opportunities throughout the year. Based on the training
content and availability of funding, we strive to send each staff counselor to at least one multi-day
conference each year or two. During the past year, staff attended conferences in Iowa City, Cedar
Rapids, Dubuque, Des Moines, Burlington and Davenport. We also were awarded grants and
scholarships to send staff to national trainings in Minnesota, Pennsylvania, and Florida. Topics
covered at the trainings included counseling victims of sexual trauma, working with schools,
crime victims' conference, sexual assault and harassment on campus, sexual assault advocate
training, marketing and more.
7. (a) What is your turnover rate (for last complete FY) for direct line staff?
Since the Fall 2003, we have not had any turnover among staff, with the exception of work study
students. Effective the beginning ofFY06, we were forced to eliminate 1.5 FTE staff positions
due to federal and state cuts. We eliminated the Washington County Services Coordinator
position, cut the Cedar/Iowa Counties Services position to half-time, and renamed the position
Rural Counties Services Coordinator. Both employees in these positions have left RV AP,
effective in June and July 2005. In August 2005, our Education Coordinator left her position here
to return to graduate school in Ames.
(b) Issues and concerns about turnover rate?
We do not have any concerns about the turnover rate. All remaining staff members work well as a
team and there are no indications of additional staff leaving.
(c) What has your agency done to address issues and concerns?
We have hired a new Education Coordinator and are currently working to fill the .5 FTE Rural
Counties Services Coordinator position.
8. Please attach current organizational chart (Attached as Appendix B)
9. Comparing the last complete fiscal year to current fiscal year, what was the average % wage
in crease?
All staff members (with the exception of the clerical work study) received a 2.5% wage increase
this fiscal year.
10.
Yes No brief explanation
Does your X
agency have We updated our agency Policy & Procedure Manual in
personnel August 2005. The new manual includes more detail on
policies? agency policies as well as the University of Iowa policies,
If yes, date board to which we also conform.
last reviewed?
14
Rape Victim Advocacy Program
13.
Au. 05
Does your board X The Board annually reviews the Executive Director.
aunually Additional input is requested from VI Student Services,
evaluate the staff members, and outside agency contacts. In addition to
director's the RV AP board, Student Services monitors RV AP since
performance? we are a commission of the University.
Does your X
agency have job
descriptions for All job descriptions were updated in August 2005.
every position?
If yes, date oflast
board approval?
Aug 05
Is there an X All staff members are reviewed annually. Staff members
annual complete a self-evaluation, the supervisor also completes an
performance evaluation and together they discuss the employee's
review for every performance and goals with their supervisor and receive a
stam copy of their evaluation report. Also addressed is how the
supervisor might better support the employee.
11.
12.
15
Rape Victim Advocacy Program
Section 7: Financial Manal!ement
A. Thl't'cYearllistoncal.B8lanceSheet ....
(As of June 30th fiscal vearend)
FY03 FY04 FYOS FY03 FY04 FYOS
Current A..ets Current UablIltie.
Cash (1) $ 5,398 $ 4,588 $ 0 Accounts Payable $ 1,249 $ 2,334 $ 1,479
Receivables < 90 days (2) 1,190 2,576 9,556 Total Cu"ent Liabilities $ 1,249 $ 2,334 $ 1,479
Other (3) 3.724 3.081 864
Total Cu"ent Assets $ 10,312 $ 10.245 $ 10,420 Other lJabilitle.
Photocopier Loan $ 0 $ 3.884 $ 2,336
Other A..et. Other (6) 11.676 65.943 103,978
Equipment $ 66,395 $ 75,143 $ 75.143 Total Other Liabilities $ 11,676 $ 69,827 $ 106.314
Less Depreciation (39,266) (46.993) (46,993) Total Liabilities $ 12,925 $ 72.161 $ 107,793
Receivables> 90 days (4) 560 685 290
Other (5) 100,245 108.150 109.503 Equity
Total Non-Cu"ent Assets $ 127.934 $ 136,985 $ 137,943 Equity (Net Worth) $ 125.321 $ 75,069 $ 40,570
Total Assets $ 138.246 $ 147,230 $ 148.363 Liabilities + Equity $ 138,246 $ 147,230 $ 148,363
Footnotes:
(1) Cash balances in FY03 and FY04 includes checking and savings account balances. In FY05, we
closed our bank accounts per University of Iowa regulations regarding outside bank accounts.
(2) Receivables < 90 days are as follows:
FY03 - available funds held in UI Foundation accounts
FY04 - available funds held in VI Foundation accounts, travel advances, and agency receivables
for travel expenses.
FY05 - available funds held in UI Foundation accounts, undeposited funds, scholarship
reimbursement receivable, outstanding grant receivables, rental deposit, and prepaid advertising.
(3) Other Current Assets includes on hand inventory offundraising items (women pins, teal ribbon
pins and teal bracelets).
(4) Receivables> 90 days include amounts pledged to VI Foundation account not yet received.
(5) Other Non-Current Assets includes amounts pledged and amounts restricted by UI Foundation
endowment.
(6) Other Liabilities includes accrued vacations and amounts due to the University ofIowa. We have
taken cost cutting measures to reduce our liabilities, including eliminating 1.5 FTEs as of July I,
2005.
16
Rape Victim Advocacy Program
Financi
allnformation is: [X] entire agency [ ] county soecific . ] program soecific
FY05 FY06 FY07
B. Income & Expense
Income
Local Funding Sources
Coralville $ 2,915 $ 2,965 $ 3,100
Iowa City 11,011 11,121 1],600
Johnson County 13,900 14,317 14,900
United Way - Allocation 24,650 25,450 26,462
United Way - Designated gifts 3,601 3,420 3,550
Grants - Federal, State, Foundation 303,351 306,972 308,272
Contributions/Fundraising 15,527 12,000 17,000
Investment Income 4,196 4,000 4,500
Other (1) 15,000 0 0
Total Income $ 394,151 $ 380,245 $ 389,384
Expenses
Wages & Salaries $ 275,635 $ 238,960 $ 243,739
Benefits 87,948 77,583 84,821
Administrative 31,198 24,399 25,000
Occupancy (2) 5,345 595 420
Other (3) 28,524 25,377 26,000
Total Expense $ 428,650 $ 366,914 $ 379,980
--
C, Fund Balance
-,
Revenue $ 394,151 $ 380,245 $ 389,384
Carryover Balance from previous year 90,822 56,323 69,654
Total Operating Budget $ 484,973 $ 436,568 $ 459,038
Less Total Expenditures 428,650 366,914 379,980
Ending Fund Balance 56,323 69,654 79,058
Less Restricted Balance (4) 109,503 111,000 112,000
Carryover Fund Balance ($ 53,180) ($ 41,346) ($ 32,942)
Footnotes:
(1) Other Income in FY05 included consultation fees for services to a rape crisis center in New Mexico.
(2) Occupancy expenses include storage rental space and office rental expenses for Cedar, Iowa, and
Washington Counties. The main RV AP office in Iowa City/Johnson County is paid for in-kind by the
University oflowa. Effective with FY06, we have closed the Cedar, Iowa, and Washington offices.
(3) Other expenses include main expense categories of telephone, publicity, and travel.
(4) Restricted balance includes RV AP's endowment account at the VI Foundation.
17
Rape Victim Advocacy Program
FY OS FY06 FY 07
. Ddignatedfor: -
D. Donor Restricted FlInds I
-
U of! Foundation donor restricted Income used for operating expenses $ 109,503 $ 111,000 $ 112,000
Total Restricted Funds $ 109,503 $ 111,000 $ 112,000
-
E. In-Kind Support
Volunteers (1) Advocates, board members & others $ 237,669 $ 245,700 $ 259,550
Material Goods (2) Advertising, brochures & other goods 1,220 955 645
Space, Utilities, etc. (3) Rent, utilities & custodial services 38,440 40,000 40,000
Other: Website development Web design & hosting services 4,530 360 360
Total In-Kind Support $ 281,859 $287,015 $ 300,555
F. Grants Description I Purpose
Victims of Crimes Act Grant Provide services to victim/survivors and $ 119,000 $ 119,500 $ 120,000
familv and friends.
Sexual Abuse Grant Provide direct services and administrative 38,410 40,000 41,000
support.
Iowa Sexual Abuse Hotline Grant Provide telephone support & referrals 62,000 65,000 65,000
throughout Iowa.
Violence Against Women Act Provide services to Cedar, Iowa & 16,500 15,000 14,000
Grant Washinlrton Counties.
Rape Prevention Education Grant Provide prevention and educational 13,245 17,892 17,972
services for vouth.
U of! Student Government Grant Provide services to VI students and 35,196 33,480 34,000
facultv.
Washington Community Chest Provide services to Washington County. 800 1,100 1,300
Grant
United Way of East Central Iowa Provide services to Cedar, Iowa & 14,000 15,000 15,000
Time Limited Grant Washington Counties.
United Way of Johnson County Provide support groups to survivors of 2,000 0 0
Support Group Grant sexual assault.
Prevent Child Abuse Iowa Grant Provide child abuse prevention awareness. 2,000 0 0
U of! Staff Appreciation Grant Provide funds for staff recognition. 200 0 0
Total Grants $ 303,351 $ 306,972 $ 308,272
Footnotes:
(1) Volunteers include Crisis Line Advocates, Board Members & Practicum Students
FY05 = 13,826 volunteer hours @ $17.]9/hr = $ 237,669
FY06 = ]4,000 volunteer hours @ $17.55/hr = $ 245,700
FY07 = ]4,500 volunteer hours @ $] 7.90/hr = $ 259,550
(2) In FY05, we received an estimated $645 in donated newspaper advertising, donated brochures valued at
$500, and $75 in goods from a local artist. In FY06, a donor gave books to our library, valued at $310.
In FY06 and FY07, we anticipate receiving the same newspaper advertising donation. We also
anticipate additional donated goods during FY06 and FY07.
(3) The University of Iowa provides in-kind support of office space, utilities and custodial expenses.
18
Rape Victim Advocacy Program
APPENDIX A: RV AP ADVISORY BOARD MEMBERS
Name Town Occupation Member Officers
Since
Carol Clemens Iowa City Retired Counselor / Social 2003 Chair
Worker
Associate Dean of
Nancy Hauserman Iowa City Undergraduate Program, 2003 Vice Chair
Tippie College of Business
ParolelProbation Officer,
Dudley Allison Mt. Pleasant Dept. of Correctional 2003 Treasurer
Services
Victoria Cole Cedar Rapids Assistant Johnson County 2005 Recorder
Attorney
Loret Mast Iowa City Artist / Self Employed 2003
Vice President,
Susan Sweeney Coralville Development Research and 2005
Records, VI Foundation
Associate Professor and
Christine Grant North Liberty Athletic Director Emerita, 2005
Department of Health &
Sport Studies
Assistant Professor, UI
Marcy Rosenbaum Iowa City Department of Family 2005
Medicine
Doug Vannoy North Liberty Investigator, Johnson 2005
County Sheriff s Office
Sam Cochran Iowa City Director, University 2005
Counseling Service
Claire Dickey Iowa City Private Therapist 2005
(Membership Pending)
NOTE: We are in the process of re-establishing committees, so members are unknown at this time.
19
Rape Victim Advocacy Program
APPENDIX B: RV AP ORGANIZATIONAL CHART
Rape Victim Advocacy Program
Organizational Chart
FY06
Funding Bodies
City ofIowa City, City of Coralville, Community Chest of Washington County,
Crime Victim Assistance Division (Victims of Crimes Act, Violence Against
Women Act, Sexual Abuse), Iowa Coalition Against Sexual Assault, Johnson
County, United Way of East Central Iowa, United Way of Johnson County,
University oflowa, UI Student Government, University ofIowa Foundation
Donations. Miscellaneous Grants. and Private Donations
University of Advisory
Iowa Student Board
Services
Executive Director
1.0FTE
Fiscal Manager I L Assistant Director
1.0 FTE .5FTE
I
Work-Study
Student .25 FTE
l I
Johnson Rural Iowa Sexual Education Volunteer
County Counties Abuse Coordinator Coordinator
Crisis Services Hotline 1.0FTE 1.0FTE
Services Coordinator Coordinator
Coordinator .5FTE 1.0FTE
1.0 FTE
/~
Practicum Practicum Practicum
Student Student Student
.6FTE .6FTE .9FTE
20
FYtJ7 lIuman Sen ice Agene~ Relluest fnr Funding
Cih ofe onlh ilk, CI(\ of In\\H (ih. .JohnsHn (ollnh. lllltU) \\:1\ 01 ,Johnson COlluh
Section 1: Backuound
Agency Name: Shelter House Community Shelter and Transition Services
Bd. Pres Name: Dorothy M. Persson
Signature
Address: P. O. Box 3146, Iowa City, IA 52244
Director Name: Christina M. Canganelli
Completed By: Christina M. Canganelli
Date: September 30, 200
, ,
- -
I.()(.'al Fuuding Summar~:
d Year:
111-12/31
4/1/04- 4/1/05- 4/1/06- %of
3/31/05 3/31/06 3/31/07 Total
Bud et
$37,001 $38,111 $52,967 6.59%
Amount received from UWJC
Does not include designated
ivin or S ecial Needs Grants
FY 05 FY 06 FY 07
$24,038 $21,407 $26,779 3.33%
$16,221 $ 8,721 $23,637 2.94%
Ci of Coralville $ 1,575 $ 1,875 $ 2,500 .31%
Local funds from FY06 were used to pay for staff salaries not covered by grants with designated funding
as well as operating/program expenses. Another way to quantii)' assistance is to consider that each of
the 29 spaces at Shelter House costs on average $6,990 annually (this includes all components of Shelter
and In-House Counseling services). Local funds were utilized as matching dollars in order to leverage
other rant dollars and did assist in levera in a roximatel $88,965 of $448,000 in ant funds.
Next year's local funds will be utilized to pay salaries not covered by grants with designated funds as
well as operating/program expenses. The requested amounts from the United Way, CIC, and County
include match requests for the STAR Program. Shelter House is struggling to meet the total local match
obligation of $106,750. In FY07, Shelter House is requesting cash match in the amount of $1 0,000 from
both the United Way and City ofIowa City and $13,000 in matching funds from Johnson County. If
Shelter House is unsuccessful in raising the entire local match, Johnson County will lose $448,000 in
ederal unds or homeless services.
Agency Mission Statement:
Shelter House provides shelter, basic and transitional resources, while encouraging self-sufficiency, to any
person in our community who is homeless.
Summarize your programs and services:
Emergency and Transitional Shelter: Shelter House provides both emergency and short-term transitional
housing to men, women, and children, the disabled and elderly. During the 2004 operating year, the agency
provided shelter and supportive services to 713 individuals (unduplicated count includes individuals served
through the Overflow Program) for a total of 11,579 nights stayed (count includes individuals sheltered
through the Overflow Program). All shelter residents are provided breakfast and a nightly meal, shower and
laundry facilities, mailing address, phone and message service. There is one shelter coordinator staffing the
shelter per evening and overnight shift. This individual is required to oversee the Drop-In Center and evening
meal, perform intakes with new clients, respond to both emergency and on-going needs of clients and others,
answer the phone, coordinate volunteers, provide information and referral, and maintain a safe and orderly
house. The facility remains open throughout the night directly assisting individuals in crisis.
Drop-In Center: From 5:00pm - !0:00pm daily, the agency operates Johnson County's only evening drop-
in center. The Drop-In Center is open to all in need-former clients, homeless persons not currently staying
in the shelter, and other low and very low-income citizens of Johnson County. Men, women, and children
utilize the Shelter House Drop-In Center Program for laundry and shower facilities, clothing and toiletry
Agency Name: Shelter House
donations, an evening meal, a mailing address so as to receive mail, telephone use, messages, and most
importantly access to Shelter House staff and outreach workers from STAR, the V A and the Community
Mental Health Center. On average, these services are utilized over 500 times per month by individuals not
residing at the shelter-a minimum of 395 unduplicated persons during the course of the year.
In-House Counseling: Anyone intending more than a transient stay is expected to participate in the In-
House Counseling Program, a HUD certified Housing Counseling Program. Agency staff work with
participants to design their own self-sufficiency goals; clients then agree in writing to pursue them.
Participants may stay for a maximum of 90 days in so much as they remain compliant with house policies and
programmatic requirements. Staff work with clients to access community resources addressing needs as
basic as a pair of glasses or work boots, to a social security card, bus passes, any mainstream public
assistance for which the client may qualifY, child care, medical and dental care. Clients are expected to
address substance abuse and mental health issues where relevant. Staff work with clients and assist with
finding and/or maintaining gainful employment and with housing searches and placements. Staff further work
with clients to address budgeting, money management, and life skills. Clients are expected to save up to 75%
of their earnings while staying at the shelter to be utilized towards the costs of setting up their own households.
We regard our work with clients as a partnership--an interactive agreement between Shelter House staff and
the individual-responsibility borne on both sides-indeed, our primary collaboration is with our clients.
John E. Thomas Security Deposit Assistance Program: The John E. Thomas Security Deposit Assistance
Program is designed to assist individuals and families in our community who are homeless, experiencing
critical housing needs, to secure rental housing through the provision of financial assistance used to meet the
cost of rental security deposits. The program works in partnership with local agencies, faith communities,
and landlord/property management companies. The assistance is made in the form of a grant and goes
directly to the landlord or property manager who agrees to return any remaining monies to the program upon
a tenant's vacation from the rental unit. Seventy-five households received deposit or emergency rental
assistance this year alone. From the family households of those served, there were a total of 116 children
who are now living in stable housing. In addition to financial assistance, program participants are required
to meet with the housing counselor on two separate occasions to complete one hour total of one-on-one
counseling. Topics covered include tenant and landlord responsibilities, how to be a good neighbor, how to
ensure that a security deposit is returned and developing a budget.
Supported Training and Access to Resources (STAR): The STAR Program assists persons who are
chronically unemployed and homeless in Johnson County, to achieve their highest level of self-sufficiency
though employment. The STAR Program recognizes barriers to employment and through the resources of
the program works with the participant to decrease these inhibitors, such as, housing, mental health,
substance abuse, vocational and life skills deficits, transportation, childcare, education and medical needs.
Clients have access to the program resources for up to two years. STAR clients, in collaboration with
program staff, acquire and maintain jobs consistent with their preferences, strengths, and needs. Local
agencies provide supportive services, employability skills training and internships, paid through the
program, in local businesses and community based non-profits. Current internship placements include but
are not limited to the Crisis Center, Old Brick, ICPRA, and Goodwill. Participants rely on program staff
coordination between service providers, public entities, private businesses, and landlords. STAR case
managers and outreach workers take a hands-on approach to case management and provide the majority of
client direct services unless it is appropriate to subcontract these out. This is fundamental in developing a
strong and necessary rapport with the client. Outreach services are available at fixed sites (Shelter House,
DVIP, and the Wesley Center) and on the streets. This is a crucial point of contact for the more service
resistant individuals in the homeless population, in particular individuals who are chronically homeless.
STAR served 93 adults 58 of whom were in family households (outreach contacts are not included in the
count). A total of 183 children directly benefited from the program during the operating year.
List auy accreditation and licensure your agency currently has. Explain.
Shelter House has been a U.S. Department of Housing and Urban Development Certified Housing
Counseling Agency since September of2002. This certification authorizes Shelter House to provide rental
jccoghs\fundingform.doc 2
Agency Name: Shelter House
housing counseling services. Shelter House is required to report to HUD regarding services rendered on an
annual basis for the purposes of recertification biannually. Shelter House was recertified in the spring of
2005 and is in full compliance with HUD requirements. Current counseling components focus on: pre-
occupancy (rental), pre-rental and rental scenarios, post-occupancy (rental), budgeting and money
management, housing care and maintenance and referrals to community resources. These components have
been identified as they are immediately relevant to critical housing needs and problems prevailing in the
community (lack of affordable housing units, extremely low vacancy rates, and cost burdened renters)
identified in CITY STEPS, Iowa City's Consolidated Plan. All Shelter House clients transitioning to more
permanent housing placements receive some component(s) of housing counseling services.
Agency History:
Shelter House Community Shelter and Transition Services is a private, secular, not-for-profit organization
founded in 1983 by local faith communities, the City ofIowa City, and human service agencies. The
organization's original purpose was to provide temporary shelter to those in need. Until 1993, the facility was
operated by a half-time director and a largely volunteer staff that provided shelter and a hot evening meal. In
1993, with the support of the United Way, Shelter House hired a full-time director.
Shelter House has worked to build the capacity of the organization from one with an operating budget of
$165,000 and 3.75 FTE's in 1998 to over $850,000 and 14.5 FTE's in 2004 with only (1.5FTE's serving in
an administrative capacity). Programming and organizational capacity continue to develop based on
identified needs of the community and service population. As there was no formal structure to the
organization in 1998, the executive director has worked with the board of directors and staff to develop and
codify the structure of the organization beginning with job descriptions, personnel policies, and operating
procedures. Over the past several years, Shelter House has focused on increasing accessibility to professional
staff. Whereas the In-House Counseling Program was originally staffed at only part-time, two full-time
employees now staff the program and have done so for nearly five years. Over the past five years, operations
have been sustained at 24 hours a day Monday through Friday (a significant improvement from years prior
when the shelter was not staffed during the day and remained closed and inaccessible during daytime hours).
Since 2003 Shelter House has remained open during weekend daytime hours (II :00 a.m. - 5:00 p.m.) through
the winter months. Prior to 2003 the facility was closed during these hours. Whereas all clients benefit from
the increased access to the facility, it is most particularly beneficial to families with small children.
In 1998, Shelter House was awarded a substantial HUD grant intended to provide comprehensive services for
chronically unemployed persons experiencing homelessness in the Johnson County area (the STAR
Program-for details refer to summary of programs). Through July, 2003, STAR was managed and staffed
by MECCA, due to an internal lack of capacity within Shelter House. By the summer of2003, internal
deficits were successfully addressed and Shelter House was able to fully transition the program back into the
organization and now staffs the program. With the addition of new staff comes tremendous diversity in
skills and talent to the agency. Staff now has backgrounds in mental health, substance abuse, housing
provision, law, social work, and planning. New program partnerships have been developed with the Iowa
City School District, HACAP, the VA, the Community Mental Health Center, and the Wesley Foundation
with the provision of an Outreach Clinic staffed by STAR case managers/outreach workers weekday
mornings at the Wesley Center and in partnership with the V A and PATH outreach workers. One of the
primary challenges to Shelter House remains meeting the local annual cash match obligation of$]06,750
(required by HUD since the 2002 - 2003 operating year) to the STAR Program. For the current program
year, approximately $60,000 is secured leaving a deficit of over $46,750. If we are not successful in
meeting this match obligation, Johnson County will lose $448,000 infederalfundsfor men,
women, children, the disabled and elderly who are experiencing homelessness. The shelter will
be forced to entirely close during the day and there will be no ability to provide counseling
support services to shelter residents-that key component thatfacilitates clients' transition from
homelessness to a more independent living situation will cease to exist. The shelter will only
provide basic living services opening at 5:00 p.m only to close at 8:00 a.m the next morning.
jccoghs\fundingfonn.doc
3
Agency Name: Shelter House
Shelter House staff deny shelter to hundreds of men, women, and children each year due to a lack of shelter
space. Serious health, safety, and welfare concerns are presented daily due to the chronically over-crowded
conditions in the current house. Overcrowding becomes even more of a concern given the needs of families
with young children (an ever growing portion of the homeless population) and as the majority of our residents
have special needs relating to mental illness, substance abuse, and/or medical disability. Shelter House is and
has been for some time committed to building and operating a new facility. To this end, the board has
implemented a feasibility study and has developed the concept plan and vision for a new facility. A capital
campaign committee has been formed. Additionally, we are researching other programs and are applying for
grant and foundation funds for the project. To date, approximately $1.3 million has been raised. Shelter
House has purchased land. The land has passed historic and environmental review tests. While the project
had been awarded the necessary special exception to the zoning by the City, this determination was reversed
by the district court in May of2005. The case has now been advanced to the Iowa Supreme Court by both
Shelter House and the City ofIowa City. Further progress on the project is fundamentally compromised
until all legal issues are reconciled. The organization continues to build community awareness and and
recognizes the challenge presented by increased expenses related to operating a significantly larger facility.
N umhu of People Sen ell: Enler I'",t T\\ 0 Y l'''rs:
Section 2: Client Profile
03/04 04/05
I. How many Johnson County residents (Including IC &
Coralville) did your agency serve?
2. How many Iowa City residents did your agency serve?
Unduplicated Count
1096 1417
Unduplicated Count
935 1252
3. How many Coralville residents did your agency serve?
Unduplicated Count
65 115
Ae Gender Ethnici
0-5 191 Female: 561 White/Caucasian 906
6-17 227 Male 1,014 AsianlPacific Islander 13
18-30 254 Total: 1,575 Black! African American 482
31-50 669 Hispanic/Latino 88 American Indian! Alaskan Native 36
51-61 211 Non HispaniclNon Latino 1,487 Multi-Racial 138
62+ 23
Total 1,575 Total: 1.575 Total 1,575
Services rendered include emergency and short-term shelter, drop-in center clients, in-house counseling clients,
security depositlhousing counseling recipients, and STAR clients. Only one-on-one direct service contacts are
included in the Profile. Unfortunately, we are not able to include outreach clients at this time. North Liberty
count is not available at this time.
3. Briefly describe your service population.
Shelter House (SH) provides shelter and supportive services for men, women, and children, the
disabled and elderly. Women and children constitute 40% of those served. Veterans constitute
15% of those served. Twenty percent of all SH clients are chronically homeless as defined by
HUD. All SH clients are either low or very low income. Current residents of SH are homeless.
Roughly 55% of the homeless have no medical coverage, 26% suffer from acute infectious
conditions and 46% suffer from chronic health conditions. Approximately one-third of SH
residents suffer from histories of drug and alcohol addiction and approximately one-third suffer
from mental health problems. Many show evidence of a co-occurring disorder exhibiting
symptoms of both a substance abuse and mental health problem. These issues are further
exacerbated due to lack of access to mental health and substance abuse treatment centers and
programs. SH clients have profound skills and health deficits that severely and negatively impact
jccoghs\fundingform.doc
4
Agency Name: Shelter House
their ability to compete in the open market. Because of this, they are often times unable to
effectively compete in the market without supports.
4. How do you determine eligibility for services?
Eligibility for shelter services is based on homelessness only (clients can not be intoxicated). The
eligibility criteria for the STAR Program is homeless as defined by HUD; the individual must have a
vocational goal. Eligibility for all other services is based on demonstration of need.
5. Are there fees for your services? No
6. A. Do you provide services in the small communities and rural areas of Johnson County?
No, however, SH is the only homeless shelter in Johnson County. The shelter is located in Iowa
City as are the case management offices for the STAR Program. Outreach locations have a
tendency to be in frequented areas such as under bridges, encampments, and the Wesley Center.
B. Do you provide services to areas outside of Johnson County?
No, however, many counties in the region and throughout the state do not have homeless
shelters therefore people do come from outside of the county who are in need.
Funding sources for services outside of Johnson County: Not Applicable
Section 3:Communitv Relations
I. How do you assess satisfaction with your services?
(a) Client: Exit interviews are performed \vith all possible clients at the point of exit from the
program. Clients are asked to respond to questions ranging from how individuals view their
stay and success in the program to what could have made their stay more successful. Clients
are also welcome to discuss any issues regarding services with staff at any point during their
stay. As we work with our clients on a one-on-one basis, in private counseling sessions, this
can and does happen frequently.
(b) Community: Shelter House held a series offocus groups in the fall of2002. Dialogue included
issues such as the need for a new shelter facility, concerns regarding the current facility and
programs, suggestions on new programs and community needs with respect to homelessness,
overall impression of the organization and suggestions for improvement. Our objective was to
achieve participation from all stakeholders throughout the community. Representation from
community based programs, public programs, local govemment, healthcare and education, faith
communities and others was solicited. In the spring of2003, Trinity Episcopal Church
sponsored a community forum on homelessness and the need for a new shelter facility. Current
assessment is maintained on an individual basis, during presentations to and walk-throughs
with local faith communities, local civic organizations, schools, and through dialogues and
regular meetings with the Local Homeless Coordinating Board and STAR Advisory
Committee, the City ofIowa City Community Development staff, the Johnson County Human
Services Coordinator, and the Housing and Community Development Commission. The
Shelter House Board of Directors does hold an Annual Meeting for Mission Partners and
Friends of Shelter House. Civic leaders, representatives from the faith community and
individual contributors are asked to attend the meeting to learn in greater detail the progress we
are making, current challenges, future goals, and to share questions and concerns. Members of
the Shelter House Board and the Executive Director continue to meet individually with civic
leaders, representatives from the city, county, school district, police department, health
providers, and other service providers so as to share agency goals and objectives, respond to
questions and concerns regarding internal changes and growth, and participate in candid
dialogues as to ideas on how Shelter House can best meet the needs of this community.
2. Briefly summarize your fmdings:
j ccoghs\fundingform.doc
5
Agency Name: Shelter House
For years, Shelter House staff fielded complaints from clients that the staff and the facility were not
readily accessible during the day. Staff from other community-based organizations echoed these
concerns. Overall, most commentary is positive with respect to those services under the internal
locus of Shelter House control. Negative commentary focuses on the facility itself. Clients
consistently report on the over-crowded conditions. Families in particular are gravely concerned
regarding the lack of accommodations for children and the fundamental lack of any sense of family
space. These same concerns are echoed from the community at-large. Service providers ranging
from community-based programs, DHS, the schools, the police and the hospitals have all voiced
these concerns. A fundamental concern is of course the limited bed space that leaves hundreds of
men, women, and children with no where to turn each year. There is growing concern regarding
the lack of Drop-in Center facilities for daytime use. There is also growing concern regarding the
shelter needs of the homeless who may be intoxicated. External to our locus of control, client
concerns largely fall into one offour categories: the difficulty and frustrations in locating
affordable rental housing, difficulty in finding permanent jobs (many jobs clients are able to find
are through temporary employment) that pay a living wage, temporal, spatial, and client specific
gaps with respect to transportation needs and chronic, often overwhelming, healthcare issues
compounded by a fundamental inability to pay for and access services.
3. What changes have been made in response to these findings?
Through the resources provided by the STAR Program, the shelter is now open and staffed twenty-
four hours a day, Monday through Friday. Shelter House has worked to increase access to staff
and has moved from one part-time direct-service provider to two-full time employees whose
express charge is to work with the clients on an individual basis during his/her stay. Shelter House
further extended hours in November 2003 by providing daytime staffing on the weekends through
the winter months (November thru March). We continue to struggle with the issue of need for a
new facility that effectively addresses the health, safety, and welfare concerns of all of our
residents. Shelter House has purchased of land but further progress is not possible at this time due
to legal proceedings. Given a new facility, there may be ways in which to address the temporary
shelter needs of homeless persons who are intoxicated or unable to effectively participate in a
program through overflow accommodations. Until such time as a new facility is constructed and
operational, the local faith communities under the Consultation of Religious Communities are
committed to assisting Shelter House is meeting the emergency shelter needs of those denied at the
shelter due to lack of space. The Overflow Project was operational for five full months this winter.
It was nothing less than a blessing and was successful in every way-providing additional
accommodations for 164 individuals who would have otherwise had no where but the street to turn.
It is not possible to fully address daytime Drop-In Center needs until such time as there is a new
and additional staff or committed volunteers. However, as of September 2003, Shelter House has
partnered with the Wesley CenterIFoundation to provide a daily outreach clinic from 9:00am-
II :OOam Mondays through Fridays. STAR case managers/outreach workers are available to
provide support and information and referrals for employment, housing, clothing and other basic
needs to anyone in need. With respect to external concerns, Shelter House now offers more
complete housing counseling services with regard to landlord/tenant education, property
maintenance and care, and assistance with housing searches. We continue to investigate innovative
methods to address the transportation needs of clients, most especially as related to gaining and
maintaining employment. The NOPV, mobile health clinic, and Counseling Psych Clinic are
recent and preliminary initiatives in responding to the health related concerns of clients.
4. Who are your referral sources to your agency?
j ccoghs\fundingform.doc
6
Agency Name: Shelter House
Source of Referral % of clients referred
Local Social Service Providers including but
not limited to: Crisis Center, DVIP, Iowa City
Public Housing Authority, DHS, ICCSD 40%
Self-Referral 20%
Hospitals (UIHC, V A, Mercy) 20%
Faith Communities 10%
IC & Coralville Police 10%
5. What other agencies in Johnson County provide similar services to the same clientele as yours?
Emergency and Transitional Shelter: SH is the only general-use homeless shelter in the County
providing shelter and transition services to men, women, children, the disabled, and elderly.
Drop-In Center: SH offers the only evening drop-in center in the county. Salvation Army does
provide an evening meal.
In-House Counseling Program: There is no other program offering services similar to those of the
In-House Counseling Program to the same clientele without a payment source.
John E. Thomas Security Deposit Assistance Program: GICHF and CMHC via the Path Program
both offer modest security deposit assistance. Funds are extremely limited.
STAR: There is no other program offering services similar to those of STAR to the same clientele
without a payment source.
6. Describe what distinguishes your agency and/or its services from other agencies that provide
similar services in Johnson County.
Emergency and Transitional Shelter: DVIP provides shelter to victims of domestic violence only.
Shelter House does take referrals from DVIP, space permitting. SH provides shelter for the general
homeless population: men, women, children, the disabled and elderly.
Drop-In Center: The dinner served at SH is later than the one served at the Salvation Army so as
to accommodate varied work schedules. The two organizations are located a significant distance
from one another-a serious consideration for persons who are either on foot or reliant on public
transportation, disabled, and or accompanied by children. Individuals utilize the Drop-In Center to
access the laundry and shower facilities, a phone and message center, a mailing address, outreach
staff from other community based organizations and the VA. They further have access to SH staff.
John E. Thomas Security Deposit Assistance Program: Until this year, the GICHF Security
Deposit Program had rigorous qualifying criteria and the program offered a loan. Many ifnot most
of our clients did not qualify for the program. This year criteria were relaxed such that homeless
individuals qualified and grants were awarded. Funds lasted only a short period during the summer
months. In order to qualify for deposit assistance through the Path Program, individuals must have
a diagnosed mental illness and have received services from the Community Mental Health Center.
STAR: There is no other program offering services similar to those of ST AR--comprehensive case
management services with employability skills training and supports to address other attendant
issues--to the same population without a payment source (mainstream funding source-SSI, SSDI).
7. Outside of referrals, list u to 3 rim collaborations. Describe the nature of each collaboration.
Collaborations Briefly describe
1. Outreach Clinic in
partnership with the
Wesley
CenterlF oundation
1. As of September, 2003, Shelter House has collaborated with the Wesley
CenterlFoundation to provide a daily outreach clinic from 9:00am - II :OOam
Mondays through Fridays. STAR case managers/outreach workers are available
to provide support and assistance with employment and housing searches, finding
clothin and accessin other basic services and able to run interference for staff
jccoghs \fundingform.doc
7
Agency Name: Shelter House
2. The Overflow
Shelter Project
3. Counseling Psych
Clinical
Collaboration
and volunteers with the Free Lunch and Free Medical Programs. Outreach
contacts are typically more service resistant and often chronically homeless.
Outreach also occurs at DVIP, on a drop-in basis at Shelter House and in
partnership with outreach workers from the PATH Program and the VA.
Outreach has proven a particularly effective method of engagement for the more
service resistant and chronically homeless individuals. Clients develop an initial
rapport through consistent outreach engagement, transition to shelter residential
services and begin moving through the continuum of services. Some individuals
have successfully made permanent transition to stable housing through outreach
only, as they are not interested in engaging in established programs. Outreach
provides a unique method and point of access to other services for individuals
experiencing homelessness throughout the county.
2. In the fall of 2003, the Consultation of Religious Communities and staff from
Shelter House formed a working group whose purpose was to develop and
implement an Overflow Shelter for the winter months to assist in addressing
emergency shelter of the many men and women who would otherwise have no
where but the street to turn due to lack of bed space. Contributions were made to
Shelter House by member faith communities specifically designated for expenses
related to the implementation and operation of the project (cots, blankets, cleaning
supplies,. . ..). A number of faith communities opened up their churches for a
week to two weeks while still more assisted with volunteers. The Overflow
Shelter was operational during February and March of2004, November thru
March of 2005 and will run from November thru March of this winter and the
next if need be. The effort further includes staff time and facility resources from
the shelter to process and authorize intakes, staff time in training the many
volunteers, contributions from faith communities and members with respect to
over one hundred volunteers to provide everything from transportation to and
from the sites, volunteers to stay up and monitor the facility through out the night,
provisions for breakfast, and finally volunteer time to coordinate and manage the
effort. As this is an on-going effort, and as advised by the working group, Shelter
House has hired a .25FTE to assist with the project management and volunteer
coordination.
3. The University ofIowa's Counseling Psychology Program has partnered with
Shelter House and the Community Mental Health Center PATH outreach worker
to provide on-site intervention for individuals accessing Shelter House services
experiencing depression and other clinical disorders. The clinical practitioner is a
doctoral level individual trained in the assessment, diagnosis and short-term
treatment of depression and anxiety; is supervised by a licensed psychologist from
the University of Iowa; and provides on-site counseling services to individuals
accessing the Shelter House general services. Clients at the shelter who are in
need of counseling services due to major depression, depression and other clinical
disorders such as anxiety and panic disorders will have access to clinical services
for the duration of their residency in shelter and until services through the
community mental health center or another mainstream provider are established.
The objective of the clinic is to facilitate psychological improvement and
treatment of symptoms and to facilitate coordination of services and collaboration
within the community.
jccoghs\fundingform.doc
Section 4: Stratel!ic Planninl! and Al!encv Effectiveness
8
Agency Name: Shelter House
1. Describe up to 3 challenges/opportunities your agency is currently facing and how your agency is
addressin them. (e.g., eneral trends, staffin , finances, service delive
Challen es/O ortunities Strate ies
1. The existing facility 1. Shelter House is committed to building and operating a new
compromises our mission and facility. To this end, the board has developed the concept plan
reinforces negative perceptions. A and vision for a new facility. To date, approximately $1.3 million
new and improved facility is has been raised. Shelter House has purchased land. The land has
needed. passed historic and environmental review tests. While the
project had been awarded the necessary special exception to the
zoning by the City, this determination was reversed by the
district court in May of 2005. The case has been advanced to the
Iowa Supreme Court by both Shelter House and Iowa City.
Further progress on the project is fundamentally compromised
until all legal issues are reconciled. SH continues to build
community awareness and recognizes the financial challenge
and responsibility of operating a significantly larger facility.
2. SH has never and does not today have a reserve fund. The
organization has grown significantly over the .past seven years and
has kept pace with its growth. However the budget is extremely
tight and support is not stable. Specifically, SH continues to
struggle to raise the required local cash match for the STAR
Program in the amount of $106,750. If we are not successful
in meeting this match obligation, Johnson County will lose
$448,000 in federal funds for men, women, children, the
disabled and elderly who are experiencing homelessness.
The shelter will be forced to entirely close during the day
and there will be no ability to provide counseling support
services to shelter residents-that key component that
facilitates clients' transition from homelessness to a more
independent living situation will cease to exist. The shelter
will only provide basic living services opening at 5 :00 p.m.
only to close at 8:00 a.m. the next morning.
2. In what way will the needs of your service population change over the next five years?
Children eighteen and under make up the fastest growing segment of the homeless population-
accounting for approximately 40% of all people who are homeless nationally. Iowa has one of the
highest per capita incidents of childhood homelessness in the nation. This trend is only expected to
continue and the conditions deteriorate given national policy, state budget cuts, and economic
downturns. More and more families are and will experience homelessness. Requests for shelter in
general, yet most critically from families, will not only continue but will escalate. Additionally,
there is an ever-increasing number of clients with multiple barriers to sustained economic
independence. These barriers are inherently systemic in nature--chronic substance abuse, mental
and physical health needs. Often times these characteristics are co-occurring. Multi-needs clients
take longer to complete the program, require more intensive involvement by staff, and require
resources well beyond the scope of resources internal to Shelter House. Beyond the population
factors is the context in which people live. With 15 percent of the population living at or below the
poverty level, the County has the second highest poverty rate in the state. While vacancy rates
have improved, rental housing costs remain among the highest in the state. Public housing
provides some relief; however, the number of available units has decreased by 15% since 1996.
The Housing Authority also manages the Housing Choice Voucher (formerly known as the Section
2. Shelter House struggles to
stabilize the funding base and to
build a reserve fund.
jccoghs\fundingform.doc
9
Agency Name: Shelter House
8) program. The waiting list of applicants for the publicly-assisted affordable housing has
increased sharply in the past few years-from zero in 2000 to 1657 in 2004--current wait time on
the list is over two years. The dramatic increase in the wait list is a clear indicator of the growing
mismatch between the demand and supply of affordable rental housing in Johnson County. This
places an extreme burden on the many households trying to make a living working at jobs that
simply do not pay a living wage let alone a wage that affords housing in this community.
3. How do you plan to address these changes?
Special attention must be given to the needs of families when considering the design and layout of
the new facility. A new facility with a modest and responsible amount of dedicated family space
will provide a healthier and more secure environment for children There are programmatic
initiatives that must be considered as well with respect to providing increased educational and
vocational opportunities for children and their parents, parenting counseling and health care. Some
of these partnerships are already underway (NOVP-Nursing Outreach for Vulnerable Populations
for example, and a faith-based initiative to assist with high school completion and literacy).
Ultimately the needs of persons with multiple barriers (especially serious mental illness and
chronic substance abuse) are not substantively addressed through a shorter-term program as
currently provided by SH. We are therefore investigating more permanent solutions such as
permanent supportive housing models to meet the needs of different household structures. With
respect to the final and on-going contextual issues of availability of affordable housing, the
executive director and many others are working earnestly to further develop the newly formed
Housing Trust Fund of Johnson County so as to provide additional support in capacity building
efforts.
4. Identify desired client outcomes (what do you hope to achieve for clients as the result of services?).
SH primarily hopes to assist the men, women, and children with whom we work to achieve a more
permanent housing placement and to realize increased economic independence. Our primary
objective is to facilitate clients' transition from homelessness to permanent affordable housing
through leveraging both employment and mainstream resources. Objectives are measured across
the following domains to demonstrate: I) Increased residential stability, 2) Increased skills and/or
income, 3) Increased participation in mainstream resource, 4.) Increased participation in the
workforce.
5. Describe the evaluation methods you use to measure client outcomes and/or the success of your
services? Client exit interviews are used as an evaluative measure of services. Specific to client
outcomes, the agency maintains individual records for each client served. A client service database
indicating detailed intake and exit information with respect to the four fields described above is
maintained. Exit information is then compared to entry information to evaluate positive change in
achieving more permanent housing situation, positive increase in income, access to mainstream
resources such as SSI and SSDI, positive change with respect to participation in the workforce and
demonstrations of greater self-determination. Outcomes must then be related back to the local
context and 10caVnational system barriers. For example, given the local housing market and wait
list for the Housing Choice Voucher Program, it is possible to expect lower numbers people
making a successful transition to permanent housing. We do not operate in a vacuum.
6. What client outcomes have you achieved?
Increased Residential Stability: Of clients participating in the In-House Counseling Program, 61 %
of those completing their program exited to more permanent housing placements. From the STAR
Program 75% of all clients secured permanent housing at the point of exit.
jccoghslfundingform .doc
10
Agency Name: Shelter House
Increased Skills and/or Income: Out of clients participating in the In-House Counseling Program,
49% of adults increased income upon exit from the program. Specific to increased skills, II % of
current STAR clients are getting their GED and 10% of STAR clients have received professional
certifications such as a CNA and participant income increased by 150% at exit over entry.
Increased Participation in Mainstream Resources: Out of clients participating in the In-House
Counseling Program, the number of individuals engaged and receiving mainstream resources
increased by 38% upon exit from the program. Overall participation in mainstream resources
actually decreased for STAR clients as individuals employment income increased (for example less
qualified for food stamps). However there were significant gains in other entitlement benefits. For
example, of the two veterans entering the program neither received veterans' benefits upon entry
where as both received full veterans' benefits at exit. Whereas one-third of those exiting the
program had no financial resources at entry, only 6% left the program with no financial resources.
Increased Participation in the Workforce: Out of clients participating in the In-House Counseling
Program, there is a 68% increase in the number of individuals participating in the workforce. From
the STAR Program 80% of all clients are participating in the workforce.
7. How do you plan to use the evaluation results to enhance/extend your services?
SH plans to incorporate the results to modifY existing programs, to determine efficacy of access to
outreach, case management and housing counseling type resources, to assist us in identifYing how
best to target resources and staff time, to better articulate needs of our clients at the grassroots
level, and to take into consideration when investigating new program concepts and opportunities.
We anticipate that evaluative measures and results will ultimately assist our focus in developing
future partnerships and initiatives and will provide an easily comprehensible vehicle through which
to articulate and advocate for the need and benefits of such partnerships and initiatives.
8. How do your programs/services impact the community?
As we provide shelter space for the homeless of our community there are less homeless men,
women, and children out on the street-sleeping and existing in public and exposed situations that
ultimately lead to the deterioration of both their physical and mental health. SH clients are
required to maintain sobriety if they are going to continue to access the shelter and Drop-In Center
services. As such, there is a motivation to remain sober. The community realizes significant
benefits from this in principle with regard to the health, safety, and welfare of its citizens and
concretely with respect to outlays of city and county dollars. Persons left to the streets are
accountable only to themselves and may have no external motivation to attempt sobriety. Often
times, their condition rapidly deteriorates, leading to increased charges of public intoxication at a
minimum and possible other criminal charges at significant expense of time and cost to our police
department, city, and county; there are increased incidents of incarceration and increased pressures
on the jail; and finally, escalated need for medical intervention and emergent care. Individuals
suffering from severe mental illness who are living on the street do not have access to medications
and may turn to self-medicating through the use of street drugs and alcohol. Many of the homeless
suffer from chronic health issues. Through access to the SH facility, support staff and community
health initiatives previously discussed, people can gain more timely access to community health
services before situations escalate to a point where emergent care may be the only alternative.
Clients are motivated to maintain personal hygiene and better health through access to laundry and
shower facilities, clothing and toiletry donations. Shelter House improves the health, safety, and
welfare of the community at-large.
SH works to facilitate the transition of our clients from homelessness to stable, affordable housing
and to increase participation in the workforce. In so much as our clients are successful in achieving
jccoghs\fundingfonn.doc
11
Agency Name: Shelter House
these objectives there is a real benefit to this community and the tax base of the community. As
stays of homelessness are reduced, as people are able to find employment and able to find housing
they are once again able to resume more normalized lives and once again participate actively in the
fabric of the community. In so much as children have access to resources as provided by our
organization their stay ofhomelessness may be dramatically reduced-ultimately reducing future
negative impacts.
9. How did the agency respond to the UWJC recommendations from your last review?
The most recent written recommendations are from FY04 and are still pertinent. The UWJC
recommended that, "... SH continues to make strenuous efforts to expand and improve its facility
and to increase and stabilize its funding base." SH has achieved a great deal to this end in the past
three years. With respect to the new facility project, land has been purchased and over $1.3 million
has been raised in the form of grants, private donations, and equity in the current property. Further
progress is prevented until legal proceedings are reconciled. Where as SH has been successful in
increasing the funding base of the operating budget-this does still remain a considerable
challenge to the organization. In 1998 the overall operating revenue for the end of the year was
little over $165,000. Annual operating revenue has increased significantly as illustrated in Section
7 of this submission. Board and staff with the support of many volunteers have significantly
increased local private contributions. The faith communities have remained steadfast in their
support of the mission. SH is seeking a significant increase and continuity in support from our
local funding bodies. This support is necessary with respect to stabilization and will continue to be
at issue as we look to operating the new facility.
In 1998 Shelter Houses staff consisted of3.75FTE's. Today there are 14.5FTE's with only
1.5FTE's in administration. In 1998 the Shelter House staff and facility were fundamentally not
accessible during daytime hours as there was no daytime direct service staff and therefore no
method of consistently following through with clients. With the inclusion ofHUD funds from the
STAR Program not only is Shelter House able to offer comprehensive case management services
as articulated previously in this submission, but so too are we able to staff the Shelter House
facility during daytime hours-providing fundamental access and support services to individuals in
need-both residents and walk-ins. The struggle continues to be in raising the required local cash
match for the STAR Program in the amount of$106,750. lfwe are not successful in meeting this
match obligation, Johnson County will lose $448,000 infederalfundsfor men, women, children,
the disabled and elderly who are experiencing homelessness. The shelter will be forced to
entirely close during the day and there will be no ability to provide counseling support services to
shelter residents--that key component that facilitates clients' transition from homelessness to a
more independent living situation will cease to exist. The shelter will only provide basic living
services opening at 5:00 p.m. only to close at 8:00 a.m. the next morning.
Section 5: Board Governance
1. Please provide a board roster with names, town, occupation, term and end date, officers and
committee assignments. (Attach as Appendix A)
2. How often does your board meet? The full board meets monthly. Subcommittees meet at least
monthly if not more frequently based on activities and/or events.
3. What is your average attendance at board meetings? Board attendance averages 85%.
4. How is the board involved in strategic planning, fund development, and governance of the agency?
The board is responsible for establishing the mission of SH, its vision values and future goals. To
this end, the board approves and periodically updates the strategic plan (please refer to Appendix
jccoghs\fundingform.doc
12
Agency Name: Shelter House
C), including but not limited to long-range goals, operating objectives that will lead toward
accomplishing those goals, and protocols for evaluating the organization's progress in relation to
them. The board formulates and periodically updates SH policies. The board appoints the
executive director and establishes expectations, standards of performance, and fair, objective
protocols for evaluating himlher in relation to them on an annual basis. The board sets standards
for the quality of services and their delivery, and monitors the organization's performance in
relation to them. The board approves the annual operating and capital budget, monitors the
operating performance in relation to them and ensures the organization's financial viability. Each
board member is expected to actively participate in annual fundraising events designed to solicit
local private contributions and to raise awareness in the community regarding homelessness and
SH. There are seven standing committees: Budget and Finance, Fundraising, Building and
Grounds, Nominating, Executive, Personnel, and Community Relations. There are currently two
ad-hoc committees: New Facility Development and Capital Campaign. Tasks are delegated to the
individual committees and brought to the full board for further review and discussion. The board
develops, approves and maintains its own Annual Calendar of Events and activities so as to
regularize committee and board duties and activities on a monthly basis. The board ensures its
ov.'Il efficiency and effectiveness by establishing priorities for improving the board's structure and
performance and routinely evaluating the board's actual performance in relation to these priorities.
Internal review of performance occurs on an annual basis. Board members have: facilitated focus
groups, attended and participated in monthly meetings of the STAR Advisory Committee, attended
and participated in meetings of the Local Homeless Coordinating Board, attended and participated
in City Council meetings and advocated for the need for a new homeless facility in our community,
written letters to the editor, donated skilled labor in the maintenance and repair of the facility,
donated architectural and consultant time in the drafting of a new facility plan, and implemented
new fundraising events.
5. What type of train in glori entation do board members receive?
All incoming board members are taken on a walk through of the shelter. Board orientation begins
with a thorough review of the organization's by-laws with the newly elected board member(s), the
current board chair, and the executive director. The by-laws contain comprehensive descriptions of
board member duties and responsibilities and the unique charges of each board sub-committee.
Pursuant to this is an overview of the history of the organization and a summary of current
programs. Newly elected board members are then led through the current budget, historical budget
information and the various financial reporting documents. The current strategic plan, progress on
the plan, and future vision for the organization are discussed. The orientation closes with a
discussion regarding the board members expected role in achieving the goals and objectives of the
strategic plan-achieving the vision. Board members are encouraged participate in local training
opportunities, in particular, pertinent seminars offered through the Non-Profit Management
Resource Center. At least one training session is planned on an annual basis for the entire board.
6. Does your agency have written policies and procedures for financial management? If yes, date of
last board approval? Bookkeeping and financial management activities are currently contracted out
to an independent firm. The Shelter House Board and Executive Director have not completed the
process of developing a written record of internal procedures. This is one of the charges of the
Budget and Finance Committee for the year.
7. Have you filed the bi-annual report with the Secretary of State? If yes, date filed?
8. Have you filed the IRS form 990 for the most recent year? If yes, date filed?
9. Does your agency have a yearly audit? Yes
Who completed the audit? Greenwood and Crim
July 1,2005
July 8, 2005
How much did the audit cost? $3,850
jccoghs\fundingform.doc
13
Agency Name: Shelter House
If material weaknesses are noted in the audit, what is your plan for addressing them?
No material weaknesses were noted in the 2004 audit.
10. Insu
ranee Coverage: (check what coverage vour agency has)
Insurance Check if agency has Amount
Directors & Officers ./ $1,000,000
a. fiduciary liability
b. employment practice liability ./ $1,000,000
General Liability ./ $1,000,000
Umbrella Liability ./ $1,000,000
Professional Liability ./ $1,000,000
Property or Renters ./ $225,000
Vehicle ./ $1,000,000
Section 6:PersonneI and Staff DeveloDment
1. State the length of employment of the Executive Director and his/her qualifications.
The Executive Director has been employed by Shelter House Community Shelter and Transition
Services for seven years. The Executive Director has a Master of Arts from the University of Iowa
in Urban and Regional Planning with an emphasis of study in Housing and Community
Development and a Bachelor of Arts in Economics. She is a board member and Chair of the Local
FEMA Board, an active board member and Co-Chair of the Local Homeless Coordinating Board
and a founding and current member of the Housing Trust Fund of Johnson County. Further, the
executive director serves on the Steering Committee of the University of Iowa's Year of Civic
Engagement and is a member ofthe Governor appointed Iowa Council on Homelessness where she
chairs this body's Public Policy and Education Committee.
2. Staff Salaries & Benefits (for the entire agenc ,,)
Check if Applicable
Retire- Full-Time Equivalent
Paid Health ment Current Salary Range fFTE;'
Position Leave Ins. Plan Per Position Last This Next
Year Year Year
Executive Director X X X $44,200 - $47,250 IFTE IFTE IFTE
Program Mana~er X X X $36,500 - $40,250 2FTE 2FTE 2FTE
Outreach
Services Coordinator X X X $28,325 - $32,500 1FTE 1FTE IFTE
Housing CoonseJorlST AR
Case Manager X X x $27,500 - $30,160 .5fte IFTE IFTE
Shelter Coordinator X X X $9.00 - $10.30 ner hour 3FTE 3FTE 3FTE
Shelter Maintenance &
Operations Sunport X X X $9.00 - $9.50 per hour IFTE 1FTE lFTE
'Weekend Daytime Shelter
Coordinator* $8.50 - $9.15 per hour .25fte .25fte .25ft.
*Overflow Program
Coordinator $10 - $15 per hour .25fte .25fte .25ft.
STAR
OutreachlCase Managers X X X $30,000 - $33,750 4FTE 4FTE 4FTE
Administrative and Direct
Service Support Staff X X X $24,960 - $27,500 1FTE IFTE lFTE
TOTAL FTEs 14 14.5 14.5 i
jccoghs\fundingform.doc
14
Agency Name: Shelter House
4.
5.
6.
'The Overflow Program Coordinator and Weekend Daytime Shelter Coordinator positions are for November thru March
only. The overflow position will exist until the new facility opens.
3. If serving multiple counties, how many FTE's serve Johnson County (include administrative and
direct service staff)? Not Applicable
How much was spent on staff development in the last fiscal year?
How much is budgeted for staff development in this fiscal year?
What training and support opportunities are offered to staft'?
Staff is required to maintain current First Aid, CPR (infant/child and adult), Mandatory Reporting
of Child Abuse, and Working with Blood Borne Pathogens in the Workplace certifications. Staff is
encouraged to participate in the U of! Continuing Education Workshops. Staff is further
encouraged to attend other relevant conferences as funds are available. For example two staff are
participating in the Non-Profit Academy Series this year, one staff member recently attended a
national conference on co-occurring disorders, others have and are attending workshops on
everything from grant writing, accessing mainstream resources, and working with families with
young children. In-house trainings are periodically scheduled around topics such as sexual
harassment and safety in the workplace among others. The Personnel Committee of the Board is a
ready internal resource for the staff and the Executive Director.
$5,950
$4,500
7. (a) What is your turnover rate (for last complete FY) for direct line staff? 20%
(b) Issues and concerns about turnover rate?
The rate is expected as a number of the direct line staff are in the process of completing
undergraduate and graduate degrees as they enter Shelter House employment.
(c) What has your agency done to address issues and concerns?
The agency consistently looks to competent volunteers for potential new hires.
8. Please attach current organizational chart as Appendix B.
9. Comparing the last complete fiscal year to current fiscal year, what was the average % wage
increase? Employees received a 4% raise in wages and received a new benefit of a maximum 3%
match from the a enc for retirement savin s made throu h the a enc benefit Ian.
Yes No brief ex lanation
10. Does your agency The Executive Director and Personnel Committee of the Board of
have personnel Directors performed a comprehensive re-write of the personnel
policies? X policies with the assistance of the Iowa Nonprofit Resource Center in
last reviewed? 2002. Since that time, the Personnel Committee works with the
Au ust, 2005 Executive Director to u date the document annuall .
II. Does your board The board of directors and staff evaluate the executive director
annually evaluate annually with respect to performance in: ability to interact and
the director's X communicate with the public and community agencies, staff
performance? supervision, activities related to the board, resource development,
fiscal/record kee in ,and shelter facili related functions.
12. Job descriptions for All job descriptions have been re-written with correlating Essential
every position? and Marginal Job Function Analysis.
X Last board a roval: Au ust, 2005.
13. Is there an annual There is a semi-annual performance review for every staff member.
performance Staff are reviewed on job performance, reliability, & initiative,
review for every X among other things. Areas of strength and areas to improve are both
staff? highlighted. Staff is surveyed for ideas for areas of agency
improvement that could positively impact the employee's ability to
perform and the agency's overall efficiency/effectiveness in meeting
the mission.
jccoghs\fundingfonn.doc
15
Agency: Shelter House
,
L.__
Section 7: Financial Management
---,
_._._,._._.~~-----'--'---- .--
A. Three Year Historical Balance Sheet
____.__...._________ _______'_. .,,_._ __ . . . l-
~:;~~:~~~:t:al y:~-eE~L==_--~-.- FY 02 ~+- FY 03 -i=-:F~04 --
-CaSh-~.----- ------ -$98,0931- $105,781"1-f287:408
__.____.__.._...______n__ ______ ------------ ------.---------1- ----------
Investments (CD for Capital Campaign)' I $100,000
~ifi~ei"abl~~< 90~daY~~==~-==~=-~===-~------=r--~-:=-=:
Other (Endowment Fund) $10,000
Total Current Assets $98,093 $105,781 $397,408
Other Assests
---_.~_._-~---_...
Property _ $228,2~8 $229,938~6,3~5
_~quil'ment_;_:_------ ____ ___+-__$41,169 $56,207 1_$9~!76
less depreciatIOn $236,347 $243,642 i $255,525
___0'__ . __'_ .... _~.n__._____.________~..__~______ --+--...--------
:;;'''''~'>:'~"Y'~-.. ....1 =- i - $l ,oorl=-..: .:..
_ Toilll Non::.c.u,.renLAssets _______ __ $33,76Q..l-- $43,~Q.~+_$~6.:l,~~6
Total Assets $131,853 $149,284 I $661,744
_ _ __ _n _ ____ _ _ --=_==~_==--= _!-=:~~~- --___----!-- - -
-1--------- -.
,
_______ _______ __ ___ ___ __ ---------1-..--- __ _.. __ ,-,__ __L____o.__n ________.0.. - ,_ _~____. - - _m_
, FY 02 FY 03 I FY04
C~!;~~~:~~--- ..... !-$5,,"-';:;jF~~i
_~~~tra~.!~ P;;:yabl~_-~--=------ I $18,0~0... ___+:=~i8QQ.Q
Q~:~i!:~~Ii!t:~ie_Balan~-------+----u--L--- .. .....
__~__,._._~_. I '- _.-
Other i i I
---- _________u____________________ -- -t------+----- ---l-------u-
-. J't,.,"'t;;t,~~--- n__ r $23,5:*-$1 1.2~ D2:j,~l
~i>~;::;;l;!1f~;~M;'~~~-l~~~~irji
____.______________..".__._________.'..._ _ _______.."'________._ __._~__j_..______~__.____L_________..___.___L__._ . ,.__
Liabilities & Net Assets : $131,853 I $149,284 i $661,744
16
-----'^'-------~._----_.__.._----~--_-._-~-
_w______~g~: Shelter}-'I.E_~~
fin_~~ial Info~llt_i!JJ.1_i~~_L~l~ti'_:e~~'___ .__LJ5_~ll!lty spe~~__ I r 1 p.-ograp~ ecifi~__
i 2004 2005 I 2006
~~------ -~----~----~-- ------1--
I
B. Income & Ey!!'DSes
!-----.-
----:--+--~-
In~'!J.'!
--j----. --r-----T --- -~--
Local f!l_~~~ So~~~s______ ~ _c________.L. :
"::;- -~ .:~::! 5 - ~:":r- =-=-- ~- .
John~.9nCounty $16,135 $8,721 $12~____~_~________~.~
I I
-----t.- $46,756 $34,752 $49,250 '
._United Way.: Allocation
Faith Comnnmities
--_._---~--_..
$6 03~-~!?,250 i___~__ .__________~_____~
- I
G"m~.Fod''''''S,,''_ Fm"d"i""~~=i $715.3961 $518.351 i $501.068 ~--.--~ --- -~--. ----- ~~------
:::::: :;~:::,~_- m~_ '~:2:: ~~~~:[l__~. :78:;~'--~--~~~-------=-~-
_f.ontributio.!!~l1!1~_~_si~___ . __________~_.
I
___ _ _i____~~9,55_Q...:_ $30,5~_ _~lO,550!
$508__ _.__~500_-i-__
Oth"
- Designated Gi~ i
- ----.--~~-----r
$9,485
.$Q.+-
I
''''''''", ,Em""',m,,,,. ...."f .
..::_ =--=~~~.,"lL. _~_~=--_ - n__
_Bene!:i_I!....___________. __'_____._.____~--~60,686 " .$61,725 '..~_.s_~,734; _ ._______
i i
Decu an.9'.._________.~.__~_ _ $40,514! $36,835 I __.J3JE4: ------~~-.-------~-------..---
~~!I-occ~~l!~ _,,_._~_ _~_ .__________l__ ~2~42 $5!.J~_L-.-.!~318 _ _______~^ ._________.____________
(~l~~~.~)(pens~qt!t!:!_than ~~~:_,,____~40 $201,480t $207,736 ____"____.________________ _..__
Ca .!tal ExpendItures (LandIVehlcl~~l!1enlt~~~71~-- $4,5QQ. --- $1,500 1---- - --- - ------- --- - -
, I .
.-- ---- --- -~~-+----I- ------- - --
_J~!P~7,440 1_$1!22,88Zj__._~845,858 ' ____________________
--,=1----:-=1 - ----- ..
i I
"n _I -- t- _._-~~
. I
_..,Jl.d~067_t-E5j,90.!+- _$8~lJ1l _
~_~Balance from pre'dous year_ ....1__pl,046 L~~7,457 L.~lQ~---_""
ii, I
: $1,402,113 ~53,J65! $834,796 i
i I I I
------------- .---.-.--- --~---.------'----".. -------1-.-..------+--.-
~ess T_Olal.E_~-=~~~________._____J!!Jl:~7,440~ $822,887 t- 5845,858:.
__ _",,,Ii~aF_""dJl.I.''''__~..~ .-.l3.4~'9 $JOE~J___($Il.O~)t- -~------ .----.----------
__.1-;5' Rostno"d B~.." (oxpI.m) $247.216 i~-~O~-----.--::t~-~-.- ___ _~~___~
C over Fund Balanee $97,457 $30478, $11.063
-_"!:!~~~~~--
C. Fun~ Balance
Revenue
_Total Ope~ting Budge!
17
,
~- -----------------J-----
~~::71~t:~;:_~~d_:~~:_s~~_~~~"===-...=_-~.e~igDat~~~::~
~______~~____1__---~
'r' ___..___~'2-~~lter House --+-__n_
2004 i 2005 2006!
$24~~~_i - --=-=r--~-=---~~=~=-=-
-=r= ---------
-l.--~.
I
, i
_______________L___
, ,
----.......
-i
I
~ - ~--1 ~
t-
I
----I-
,-
l8
Attachment A
Shelter House Board Roster
2005-2006
Burgdorf. Susan: Iowa City, Admistrative Assistant, 2005-2008, Community Relations
Denburg, Christine: Iowa City, Homemaker, 2005-2008, Fundraising
DeValois. Ross: Co-Treasurer, Iowa City, Stock Broker, 2004-2007, Budget &
FinancelFundraising/New Facility Campaign
Dobberstein, Dwight: Iowa City, Architect, Neumann Monson, 2005-2008,
BuildinglGrounds/New Shelter Development
Helms. Walter: Iowa City, Priest ofSt. Thomas More Church, 2003-2006, Fundraising
Jensen. Jan: Iowa City, Associate Head Coach VI Women's Basketball, 2005-2008,
Community Relations
Klein, Garrv: Iowa City, Research Associate, ACT, 2004-2007, New Shelter
Development Community Relations
McMurrav. Marv: Iowa City, Director of Human Resources, Mercy Hospital, 2003-2006,
Personnel/Executive
Merchant, James: Iowa City, Professor and Dean of the V of! College of Public Health,
2002-2005, New Shelter Development/Capital Campaign
Mikelson. Gav: Co-Treasurer, Iowa City, Retired, 2003-2006, Executive/Budget &
Finance/Building & Grounds
Norbeck, Bettv: Secretary, Iowa City, Retired, 2003-2006, Executive/Budget &
Finance/New Shelter
Persson, Dottie: President, Iowa City, Head Librarian V of! Psychology Library, 2004-
2007, Executive/Personnel/Nominating
Peterson, Andrew: Vice President, Iowa City, Assistant Professor Community and
Behavioral Health, V of! College of Public Health, 2003-2006, Community
Relations/Nominating/Personnel
Schoenfelder, Jim: Iowa City, Architect, Neumann Monson, 2003-2006, New Shelter
Development
Sims, Johnnie: Coralville, Director of Student Academic Support Program, V of I, 2003-
2006, Nominating/Fundraising
Smith, Elaine: Iowa City, Professor, Dept. of Epidemiology, V of!, 2005-2008,
Community Relations
Werderitsch. Tom: Iowa City, President/CEO Selzer Werderitsch Associates (General
Contractors), 2002-2005, Building & Grounds/Budget & Finance/New Shelter
Development
Woodard, Fredrick: Iowa City, Chair of the African American World Studies Dept. V of
1,2004-2007, New Shelter Development
S :Hum: ShelterHouseBoardRoster
Appendix B: Shelter House Community Shelter and Transition Services
Organizational Flow Chart
Shelter House
Board of Directors
Executive Director
Program Manager Program Manager
STAR Shelter
STAR Outreach Housing Counseling Administrative Support
Services Coordinator Specialist Staff
Shelter Program
Coordinators &
ST AR Outreach & Case Operations Support &
Management Staff Maintenance
F\ 07 Human Sl'J"\ it,,,, \g,l'lIl'~ Rt.'qul'st iur Funding,
(It, 01 ( orah llll', ( Ih of 1<"':1 ( It,. .lohllSOIl ( ounl" llnill'lI \\ ,1\ 01 .Johnson ( ullnh
Section 1: Back2round
Agency Name:
United Action for Youth
Address: 410 Iowa Avenue, Iowa City, IA 52240
Director Name: Jim Swaim
Signature:
Bd. Pres Name: Lars Anderson
Signature:
Request Completed By: jim Swaim
Check Your Agency's Budget Year:
1/1-12/31 7/1-6/30_X_
Amount received from UWJC
Does not include designated
ivin or S ecial Needs Grants
$59,886
10/1-9/30 - --
4/1/05- 4/1/06- %of
3/31/06 3/31/07 Total
Bud et
$60,427 $78,000 5%
I ,ofal Funding SUlllllla..~:
4/1/04-
3/31/05
FY 05 FY 06 FY 07
$59,430 $61,213 $68,000 4%
$102,197 $105,263 $120,000 7%
$3,150 $3,500 $10,000 1%
What were local funds used for this year: Funds were used to support the general operating costs for
both the Counseling and Youth Development programs at UA Y. Local funds were also used as match
to several state and federal grants that exceeded $800,000 for the year, including a 5 year grant from the
U.S. Department of Health and Human Services for $200,000 per year to assist pregnant and parenting
teens who have been homeless or runaways and a 4 year youth development grant. The funds allowed
us to serve over 2,500 clients, including over 1,000 clients who received counseling
What will next year's local funds be used for? Funds will be used to continue the operation of the
counseling and youth development programs, increasing the match used to develop additional grant
opportunities to support services to youth and families. Funds include operation of the Youth Center.
Explain or justifY any significant increase in funding request over last year's allocation. UA Y is
seeking increased funding to help support continued increased demand for counseling services. The
grants that UA Y uses to pay for counseling have been reduced or remained the same for the past five
years, while costs and requests for service increase. This situation is challenged even further with the
redesign of child welfare services that are focusing primarily on children under age five, with few
services available to teens and their families.
Agency Mission Statement: The mission of UA Y is to assist youth and families in helping themselves
to a healthy future. We do this by offering youth development, counseling and prevention programs
that make use of young people's talents, creativity, and energies.
Summarize your programs and services:
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 relationships 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
United Action for Youth
runaways and youth in crisis. UA Y also acts as a resource to the court to provide in-home service to
families. UA V's family counseling and assistance to teen parents has increased in the past several years as
UA Y offered parent skill training. A nurse practitioner is under contract to assist pregnant and parenting
teens and their children.
Youth Development & Prevention: 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.
UA Y'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 after-school activities in the community. A new Academic
Mentoring Program has been developed in collaboration with the Iowa City schools that will include UA Y
case managers to assist the students and mentors.
List any accreditation and licensure your agency currently has. Explain,
UAY is reviewed by the U. S. Dept. of Health and Human Services and a peerreview process every 3 years
based on the Runaway & Homeless Youth Act's 14 performance standards. Next year is our next scheduled
review. The last UA Y site visit was selected to be a national visit by the Associate Director of the Family
Youth Service Bureau. VA Y's Medicaid contract is reviewed and the site visited for compliance annually.
Several grant sources also do annual site visits during which records and fiscal data are reviewed. The child
care program is DHS approved, but does not require a license based on how it is used in the Teen Parent
Program. VA Y utilizes licensed/accredited programs under subcontracts with Mercy, MECCA and Four
Oaks for runaway youth, teen parents, and youth needing substance abuse treatment. Staff are accredited in
various areas, including family therapy, licensed art therapy, recreation therapy, as well as in using various
curriculum that require training such as Strengthening Families and Parents as Teachers.
jccoghs\fundingform.doc
2
United Action for Youth
Agency History (Using one page only, please summarize the history of your agency, emphasizing Johnson
County, past and current activities and future plans. Please update annually.)
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, UA Y charges no fees for its services. Incorporated in 1970 and governed by a
community-representative Board of Directors, UA Y is recognized by the IRS as a non-profit tax-exempt
organization.
UA Y 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. UA Y has staff persons on call at all times, 365 days of the year. UA Y will respond immediately
to parents' requests for counseling or assistance and works closely with other agencies to coordinate its
intervention and other activities. UA Y makes a special effort to respond to requests from the police, court, Four
Oaks, DHS, Crisis Center, Shelter House, DVIP, RV AP, and school counselors. UA Y is a member of the
National Network of Runaway and Youth Services. UA Y concluded a national demonstration and research
project to study the impact of its programs on teen pregnancy and teen parenting; has been a site for research on
runaways for the National Institute for Mental Health; and was a participant in the national Community Youth
Development (CYD) project sponsored by the DeWitt Wallace Foundation. UA Y helped secure an
AmeriCorps grant with Neighborhood Centers which provided several AmeriCorps members to assist in using
youth development at the Youth Center and in the community this year. UA Y has worked with MECCA to
secure a national grant to prevent substance abuse and a community incentive grant to prevent substance abuse.
VA V's services are provided in a variety of settings; chiefly its Youth Center at 355 Iowa Avenue and Service
Center at 41 0 Iowa A venue. Besides the locations on Iowa A venue, the settings include schools, individual
homes, and places young people frequent. In addition to its professional staff, UA Y relies on community
volunteers and trained peer helpers to help meet the growing needs of young people. UA V'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.
UA Y has gained national recognition for its use of the arts in conducting youth development and counseling
programs. Work at the Youth Center includes regular production of music and art exhibits and has included
such things as the Spoken Word festival, a downtown performance fest, an on-going drama troupe and a
regularly published youth magazine. UA Y statistics indicate continued use of prevention and youth
development programs. Counseling services increased the last two years; we believe as a result of greater
economic stress and world events anxiety. UA Y'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. UA Y has helped develop collaborative
projects with other agencies to impact teen pregnancy (Mercy Hospital), homelessness (Four Oaks), substance
abuse (MECCA), and several with area schools. UA Y helped have the Youth Development project selected as
a national demonstration site by the Department of Health and Human Services. UA Y collaborated with the
Iowa City schools to secure a grant from the U.S. Department of Education to implement an Academic
Mentoring Program. UA Y continues a small pre-employment training project in cooperation with the City of
Iowa City and Goodwill.
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Section 2: Client Profile
NUBlhl'I' ofPt'opk Sl'r\cd: ('1Itl'r POl,t '1'\\0 Y('ar~: 2004 2005
1. How many Johnson County residents (Including IC & Unduplicated Count 2,469 2,294
Coralville) did vour agencv serve?
2. How many Iowa City residents did your agency serve? Unduplicated Count 1,624 1,857
3. How many Coralville residents did your agency serve? Unduplicated Count 316 302
4. How manv North Libertv residents did vour agencv serve? Unduolicated Count 134 86
('Iient Pn,lill' (It.r last ('OI1lI)Il'tt, 'I..'al', if:.1\ ailalJIt-. lllltl. in ailal)I('. plt'asl' (''-plain hri(.n~.
Age (use agency's Gender Etbnicity (use agency's breakdown)
breakdown if needed)
Under 10 94 Female 1,145 Asian 84
10-12 519 Male 1,053 African American 271
13-15 1,061 Caucasian 1,444
16-18 407 Hispanic 174
Over 18 117 Native American 10
babies 82 Multi-racial/Other 215
Identify what services are included in Client Profile: This includes youth who received counseling,
skill development, prevention services, or utilized the Youth Center or workshops provided. It
includes youth served in all sites, including the schools, homes, and Youth Center.
3. Briefly describe your service population. U A Y serves youth and families, primarily teens and
adolescents and their parents, for counseling. Younger youth are served in youth development
programs and the Teen Parent program serves infants and toddlers
4. How do you determine eligibility for services? Service requests for counseling and prevention are
processed by staff on intake and forwarded to the service team based on the nature of the request
for service. All youth are eligible regardless of income or other factors. Youth who are eligible as
runaway or homeless youth receive Basic Center services under a runaway grant. Youth who are
victims of crime or abuse receive services under the Victims of Crimes Assistance program. Youth
who are eligible for Medicaid covered services receive services under payments from DHS. Other
youth receive services that are appropriate to various grants and programs, such as the Teen Parent
program or Youth Development project.
5. Are there fees for your services? Yes_ No XX
If yes, please describe your fee structure:
6. A. Do you provide services in the small communities and rural areas of Johnson County? Yes
Area(s) served: Ely, Hills, Lone Tree, North Liberty, Oxford, Riverside, Solon, Tiffin
Services Provided: Youth and families from each of these communities received counseling
and youth development services. Some participated in prevention programs, such as parenting
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classes, or skill development. Many were involved in VA Y's outreach program or victim
assistance service. The greatest numbers were from North Liberty and Solon.
B. Do you provide services to areas outside of Johnson County? Yes
Area(s) served: Cedar, Iowa, Linn, Muscatine, and Washington counties
Services Provided: All of these counties receive limited services for runaway and homeless
youth and street outreach. Muscatine County, West Liberty receives substance abuse prevention
and more extensive street outreach for Hispanic youth and families. Requests for victim services
are accepted from the other counties, but coordinated with VOCA funded agencies in other
communities. We coordinate youth development work with five other counties as part of that
project, including Linn County.
Funding sources for services outside of Johnson County: Runaway grants, substance abuse
prevention grants, crime victim assistance grants, some youth development for coordination with
other communities.
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United Action for Youth
Section 3: Communitv Relations
I. How do you assess satisfaction with your services?
(a) Client: UA Y uses client satisfaction surveys for various services. Interviews by third
party evaluators, peer reviewers, and funding sources are conducted with clients.
U A Y tracks referral sources and 246 referrals last year came from peers, indicating
client satisfaction. From all these sources the indicators are that youth and parents
are very satisfied with both counseling and youth development services. We also
incorporate client feedback in design of services, involving youth in the design of
several programs including street outreach and the youth center.
(b) Community: UA Y funding sources include meetings with community members during
site visits and evaluations by third parties. UA Y is also involved in several
collaborative projects with other service partners in which community satisfaction is
assessed (such as Strengthening Families and the Youth Development project). We
also solicit community feedback to the board and at open houses sponsored by the
agency and solicit external community feedback during staff evaluations.
2. Briefly summarize your findings: Client satisfaction has been very good for both counseling and
youth development programs. This has been cited by the Department of Substance Abuse, the juvenile
court, and the Administration for Children and Families (ACF) peer review. We continue to get many
referrals from youth and other parents. The ACF site visit highlighted the use of the Youth Center in
working with nine other national programs.
3. What changes have been made in response to these findings? We relied on input from the Youth
Development Task Force in organizing added programs in targeted neighborhoods. The new Youth
Center space is operating with suggestions from youth about programs. We rely on input from teen
parents as we improve our programs, this year modifying child care hours to fit their needs.
4. Who are your referral sources to your agency? Please list the main sources and estimate the
percentage of clients that are referred by each source.
Source of Referral % of Clients Referred
Peer/self 410 19%
Family member 96 4%
School 1,500 69%
Court/law enforcement 31 1%
Social services 81 4%
Other 70 3%
5. What other agencies/organizations in Johnson County provide similar services to the same clientele
as your agency? Four Oaks assists youth and families. Neighborhood Centers of Johnson County
assists youth and families. MECCA provides substance abuse counseling and prevention.
Community Mental Health provides counseling to youth and parents. Goodwill and MYEP assist
youth in pre-employment youth development programs. DVIP and RV AP provide victim services
to families. Planned Parenthood and Emma Goldman collaborate on pregnancy prevention services
with UA Y. Big Brothers Big Sisters provide youth development and prevention services, as does
4-H and the Community Corrections Improvement Association. Various Scouts and Campfire also
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provide youth development services. There are many faith based youth groups at various churches,
synagogues, and mosques, as well as Youth for Christ. Area schools provide a wide range of after
school youth development activities for youth. Iowa City, Coralville, and North Liberty provide
recreation programs and other youth development programs for area youth. There are more, but
these are some of the main ones that UA Y tries to stay informed about.
6. Describe what distinguishes your agency and/or its services from other agencies that provide
similar services in Johnson County. UA V's primary focus is serving area teens with a wide range
of both counseling and youth development services, as distinguished from groups that serve
neighborhoods, or provide a primary type of service, such as substance abuse or mentoring. U A Y
partners with several of these agencies, such as MECCA and Four Oaks, in organizing programs
that are jointly funded, such as the Youth Development project
7. Outside of referrals, list up to 3 pnmary collaborations. Briefly describe the nature of each
collaboration.
Collaborations Briefly Describe
I. 1. With several other providers, this project
Juvenile Justice Youth Development Program provides youth development activities in
several places including the youth center and
rural locations and assistance to youth who
might benefit from early intervention. The
project expanded activities in southeast Iowa
City this year.
2. Pregnancy prevention community project 2. With area schools, Emma Goldman, Mercy
Hospital, and U of I Hospitals, provides
service to pregnant and parenting teens, as
well as prevention to junior high youth and
parents.
3. Substance abuse prevention 3. With MECCA, NCJC, and area schools,
provide activities and skill building for youth
and parents such as Strengthening Families,
with additional work using Lifeskills, for
middle school youth, and Reconnecting Youth
with high school youth.
4. Pre-Employment training 4. UA Y is collaborating with Goodwill to
provide a pilot program for at risk Iowa City
youth.
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Section 4: Stratee:ic Plannine: and Ae:encv Effectiveness
1. Describe up to 3 challenges/opportunities your agency is currently facing and how your agency is
addressing them. (e.g., general trends, staffing, finances, service delivery)
Challenges/Oooortunities Strategies
I. The state child welfare re-design is limiting I. VA Y is working with collaborative
access to service by older youth. This is being agencies to maximize resources, including use
felt by families of older youth and is impacting of case management with several agencies.
school readiness We developed an additional grant from the
Dept of Ed to initiate a mentoring program in
the schools that includes U A Y case managers
to assist youth and families. We are exploring
other certification that would make some
services eligible for third party payment.
2. Youth need more opportunities to develop 2. V A Y opened a new Youth Center facility
their skills and demonstrate their abilities in the in May 2005 that expands the type of
community. programming that can be offered. VA Y
helped design the Youth Development project
and was able to get it designated as a national
demonstration site, allowing UA Y and NCJC
to expand activities for youth. UA Y also
expanded youth volunteer programs and
helped the Chamber of Commerce create the
Community Youth Leadership program
3. UA Y's budget relies extensively on grants 3. The VA Y board has been involved in
and has not developed a successful campaign strategic plarming to improve its fundraising
for contributions to support its programs or and has committed to adding development
capital needs staff support in the coming year.
2. In what way will the needs of your service population change over the next five years?
We continue to look at how the population of youth is changing in Johnson County. There is much
more diversity as well as people locating here from other communities, both urban and rural. The
economic realities oflocal state and federal budgets will impact what resources are available. The
Iowa Department of Human Services redesign has limited the access youth over age 5 have to needed
assistance.
3. How do you plan to address these changes?
We network with other service providers in Johnson County to collaborate on projects that bring
resources to VA Y and our partners. We also network with providers in other communities, to use
them as resources for clients, and to share "best practice" ideas. We have obtained training support to
sponsor staff exchanges with other programs as we implement federal grants, and are participating in
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several training programs sponsored by Iowa and federal health and human services to train staff in
youth development. We have employed a diverse staff that represents the diversity of our clients,
while including several masters level counselors and persons with special training in program models
such as Parents as Teachers or Strengthening Families. We have developed a number ofresearch
efforts about the impact of some of our programs to help document the cost effectiveness of programs
to justify funding source support, including cooperating with the U of Iowa, U of Nebraska, and the
National Institute of Mental Health on research related to our youth programs. We have opportunities
to have additional research done on the outcomes we achieve in the Youth Development program and
Academic Mentoring program.
4. Identify your desired client outcomes (what do you hope to achieve for your clients as the result of
your services?). Outcomes related to youth development include increase in youths' reports of assets
and positive connections with the community; improved skills in specific content areas (e.g. substance
abuse awareness, SID prevention, family communication); and reductions in aggregate rates of
problems in the community (juvenile crime, substance abuse, teen pregnancy). For the counseling
program outcomes include improved family communication; reductions in substance abuse or other
problem behaviors; improved sense of mental health well-being; and improved parent skills. The teen
parent program seeks to reduce second pregnancies; reduce low birth weight births to teens; and have
teen parents complete high school and continue additional education, be able to live without on-going
public assistance, and have healthy childhood development as measured by the Denver II assessment.
The mentoring project includes outcomes in academic performance by the students.
5. Describe the evaluation methods you use to measure client outcomes and/or the success of your
services? UA Y participates in a variety of evaluations for its programs. We track client demographic
information and services delivered on a daily basis, using both our own data base and several others
that are required by various funding sources. In 2003 we completed a two day site visit by Health and
Human Services for our Street Outreach and Runaway programs (our next visit is scheduled in the
coming year). Last year we were reviewed as part ofthe National Youth Demonstration project by the
HHS Administration for Children and Families Last year, like most years, we had a one day site visit
by the Iowa Division of Substance Abuse for our Prevention programs; a site visit for the Crime
Prevention project; and a site visit by the Attorney General's Victim's Assistance program. These
visits included meetings with youth served by the program and review of outcomes projected in grants
that fund our services. We also participate in other reviews with the Department of Education and
DHS and the evaluation ofFaDSS. With MECCA we are conducting an evaluation of the
Strengthening Families project. We have been a research site for a National Institute for Mental Health
project studying runaway youth and our street outreach program. Some of the outcomes highlighted in
these evaluations are:
6. What client outcomes have you achieved?
. 92% of the teen parents completing UA Y's program had high school diploma or GED
compared to well under 70% nationally; 36% were receiving public assistance compared to
80% nationally; none had a second pregnancy under the age of 20 compared to 22%
nationally.
. The number of Johnson County runaway cases requiring law enforcement attention dropped
56% since the inception ofthe UA Y Street Outreach program. A study by Washington
University about runaway programs found that those in UA Y's Basic Center were likely to
have improved family functioning after returning home and were less likely to run again or
come to the attention of the system.
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. Over 1,788 arts projects were completed last year in the Youth Center; several community
shows were organized; and the Mothers Day Too Soon exhibit helped promote awareness
about teen parenting in the community. A study by the Academy for Educational
Development found that there is a $10 return on every $1 invested in youth development.
. Youth participating in the ropes course "Challenge by Choice" program were less likely to
be involved in fighting and more likely to resolve disputes peacefully. Youth volunteers
are likely to improve listening and problem solving skills as compared to non-volunteering
youth; 58 youth volunteers contributed 2,153 hours to UA Y and the community.
7. How do you plan to use the evaluation results to enhance/extend your services?
We use results to demonstrate our success to potential funding sources and to the general public. We
have incorporated some of the research findings from projects we participated in to improve program
design, such as linkages for our street outreach program. We improved our case documentation system
based on valuable feedback we received during past site visit/peer reviews. We have used "science
based/researched" program models in developing collaborative prevention efforts with MECCA. The
Youth Development Project is part of a National Demonstration Program by the Family Youth Service
Bureau and we are participating in their national evaluation of the program. We utilized feedback from
youth to help in the design of the Youth Center and in re-designing volunteer programs.
8. How do your programs/services impact the community?
During the dedication of the Youth Center in May, several people provided testimonials about the
impact ofUA Y. For many, UA Y has been essential in their ability to become healthy adults, for some
even saving their lives. During challenging times, it is important for youth to feel connected to the
community, and UA Y's outcomes demonstrate that our programs help do that. Teaching young
parents effective parenting and early childhood development reduces future health costs to the county.
For many parents, UA Y provides helpful support in raising children and several of our programs have
been shown to improve parents' skills.
9. How did the agency respond to the UWJC recommendations from your last review?
We received generally encouraging feedback last year and were commended for our efforts to develop
the new Youth Center facility. We opened the facility and have broadened youth volunteer efforts.
We have continued to expand other collaborative work such as the Youth Development project and the
new Academic Mentoring Program. Our board is actively engaged in an effort to improve fundraising
and private support for UA Y's mission.
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Section 5: Board Governance
I. Please provide a board roster with names, town, occupation, term and end date, officers and
committee assignments. (Attach as Appendix A)
2. How often does your board meet? The board meets monthly, with additional meetings as needed
and holds an annual retreat for planning.
3. What is your average attendance at board meetings? About 75% of the 10-14 members are at any
given meeting.
4. How is the board involved in strategic planning, fund development, and governance of the agency?
The board has engaged in four strategic planning efforts in the past several years. These identified
fund development strategies, space needs, and last year focused on organizing the board structure
so that members could improve how they were contributing to UA Y's development. Board
members have benefited from the United Way board bank training. The board's committee
structure is attempting to engage non-board members in specific help for the agency, such as
training, infrastructure needs, and fund development. The board has oversight for the performance
ofthe agency in the community and is directly involved in governance of policies.
5. What type of training/orientation do board members receive?
Prior to serving, potential members interview with board members and staff, with a written outline
of duties and expectations. Once on the board, the board member visits with the senior staff at
UA Y for orientation, in which programs and budget information is presented. Board committee
chairs visit with board members about the upcoming work in committees. Adult and youth
members are encouraged to attend training sponsored by groups such as the National Network,
United Way, Futurenet and others. We also rely on the information that has been organized by the
Non Profit Resource Center.
6. Does your agency have written policies and procedures for financial management? If yes, date of
last board approval? Yes, last approved 9/17/02, last reviewed by treasurer, 9/05
7. Have you filed the bi-annual report with the Secretary of State? If yes, date filed? ~, filed
1128/05
8. Have you filed the IRS form 990 for the most recent year? Yes If yes, date filed? 1111104
If no to questions 6, 7, or 8, give explanation.
9. Does your agency have a yearly audit? Yes X No
If yes,
Who completed the audit? Greenwood & Crim, P.C How much did the audit cost? $5,400
If material weaknesses are noted in the audit, what is your plan for addressing them?
If you do not have an audit, what is in place to assure accountability in the agency's financial
management? (Give specifics of financial practices/financial review procedures)
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United Action for Youth
10. Insurance Coverage: (check what coverage your agency has)
Insurance Cbeck if agency bas Amount
Directors & Officers
a. fiduciary liability X 1,000,000
b. employment oractice liability X
General Liability X 2,000,000
Umbrella Liability X 2,000,000
Professional Liability X 2,000,000
Property or Renters X 750,000
Vehicle X 1,000,000
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Section 6: Personnel and Staff Development
1. State the length of employment of the Executive Director and his/her qualifications.
Jim Swaim has been employed at UA Y since 1973, Executive Director since June of 1974. He has a
BGS from the University ofIowa and completed additional course work in Family Counseling, Social
Work Administration and other specialized training from groups like the Institute for Cultural Affairs,
The Institute for Non-Profit Organizational Management, and National Youth Work Project at the
University of Minnesota. He serves as a consulting grant reviewer for several state and federal
agencies, past national chair for the National Symposium on Youth, delegate to the White House
Conference on Families, and is a past member of the Iowa Juvenile Justice Council and Commission
on Volunteers. He served until 2005 as an Iowa City Library Trustee, is past president of the Missouri
Iowa Nebraska Kansas Youth Service network, and a member of the Iowa Substance Abuse Directors
Association.
2. Staff Salaries & Benefits (for the entire agency)
Check if Applicable
Retire- Full-Time Equivalent
Paid Health ment Current Salary Range (FTEs
Position Leave Ins. Plan Per Position Last This Next
Year Year Year
Executive Ditector X X X $48,000-65,000 1 1 1
Program Coordinator X X X $30,000-41,000 3 3 3
Family CounseJorrrherapist X X X $30.000-41,000 2 2 2
Family Support Counselor X X X $28,000-38,000 4 5 5
Youth Counselor X X X $26,000-40,000 7 7 7
Program Specialist X X X $20,000-32,000 3 4 4
Child Development/Child X X X $18,000-30,000 2 2 2
Care
Office Manager X X X $22,000-31,000 1 1 1
Secretary X X X $18,000-26,000 .5 .5 1
Custodian X X X $18,000-24,000 .5 .5 .75
AmeriCorps Members X X $9,800-1 ],000 +$4,725 Ed. Award 4.5 4.5 5
(this is a livine stipend onlv)
Associate Director/Program X X X $38,000-52,000 3 3 4
DirectorlBusiness Director
Case Manager X X X $27,000-34,000 2 2
TOTAL FTEs 31.5 35,5 37,75
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United Action for Youth
3. If serving multiple counties, how many FIE's serve Johnson County (include administrative and
direct service staff)? 36.75
4. How much was spent on staff development in the last fiscal year? $13.819
5. How much is budgeted for staff development in this fiscal year? $14.400
6. What training and support opportunities are offered to staff? VA Y sponsors attendance at
conferences and training for all staff. We conduct monthly in-service training at all-staff meetings
with guest presenters. V A Y sponsors CEU s for key staff and sponsors specialized training for
staff such as Parents as Teachers, Reconnecting Youth, and on the ropes course. We also sponsor
attendance at professional association meetings such as Certified Arts Therapists, Family
Therapists, Ropes Course, or the National Network for Youth. Special training on facilitation
such as the Institute of Cultural Affairs. the Advancing Youth Development training of trainers,
and registration for the Chamber of Commerce Community Leadership program has also been
provided.
7. (a) What is your turnover rate (for last complete FY) for direct line staff? 5%, I of20 direct line
staff. One staff person was hired directly by the Iowa City schools, but remains on staff. One
staff person relocated to Des Moines.
(b) Issues and concerns about turnover rate? There is higher stress in the work in the past few
years and our pay rates are not keeping up with the economy.
(c) What has your agency done to address issues and concerns? Weare looking at how to manage
stress and trying to improve the budget so that we can compete with other non-profits/human
services.
8. Please attach current organizational chart as Appendix B.
9. Comparing the last complete fiscal year to current fiscal year, what was the average % wage
increase? 3%, after a prior year wage decrease of 1%
10.
Yes No brief exnlanation
Does your agency
have personnel X Revised and Board approved 11118/03
policies?
I f yes, date board
last reviewed?
Does your board
annually evaluate X At least every three years there is a comprehensive review
the director's with outside agency input; the last was in October of2003,
performance? Every year the UA Y board chair reviews the Executive
Director's performance
Does your agency
have job X Most job descriptions are developed and attached to specific
descriptions for grant programs, approved at the time of submission. Job
9.
II.
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United Action for Youth
12.
every position? descriptions are approved by the executive director,
If yes, date afla't associate director, and business director. The Board has not
board approval? conducted a comprehensive review of all job descriptions.
Is there an annual
performance X
review for every
staff?
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Agency: United Action for Youth
Section 7: Financial Management
A. Three Year Historical Balance Sheet
(As of UAY's fiscal year-end)
FY03 FY04 FY05 FY03 FY04 FY05
Current Assets Current Liabilities
Cash $62,452 $113,920 $11,162 Accounts Payable $240,795 $275,096 $325,879
Investments $0 $0 $0 Payroll Taxes Payable $12,562 $12,607 $11,487
Receivables < 90 days $94,369 $133,890 $130,382 Contracts Payable $0 $0 $0
Other $6,306 $14,014 $6,916 Mortgage Payable-6 months $2,100 $2,100 $2,160
Total Current Assets $163,127 $261,824 $148,460 Total Current LIabilities $255,457 $289,803 $339,526
other Assets Other Liabilities
Property $957,431 $935,352 $1,091,825 Mortgage Payable-Balance $368,740 $363,851 $395,830
Equipment $173,623 $213,054 $223,917 Other $0 $0 $0
less depreciation ($329,582) ($347,879) ($378,324) Total Other Liabilities $368,740 $363,851 $395,830
Receivables > 90 days $33,450 $13,704 $11,000 Total Liabilities $624,197 $653,654 $735,356
Other $0 $0 $0 Net Assets $373,852 $422,401 $361,522
Total Non-current Assets $834,922 $814,231 $948,418
T olal Assets $998,049 $1,076,055 $1,096,878 Liabilities & Net Assets $998,049 $1,076,055 $1,096,878
Financial information is: entire agency Agency: United Action for Youth
FY05 FY05 FY07
B. Income & Expenses
Income
Local Funding Sources
Iowa City $59,430 $61,213 $68,000
Coralville $3,150 $3,150 $10,000
Johnson County $102,197 $106,000 $120,000
United Way - Allocation $39,331 $65,000 $78,000
- Designated Giving $9,768 $10,000 $12,000
Grants-Federal, State, Foundation* $933,494 $1,092,120 $1,184,971
Net Sales of Service $114,339 $127,000 $153,000
Net Sales of Materials $142 $600 $1,500
Contributions/Fundraising $37,650 $181,300 $220,300
Investment Income $535 $500 $400
Other $14,160 $50,000 $47,400
Total Income $1,314,197 $1,696,883 $1,895,571
Expenses
Wages & Salaries $818,852 $956,122 $985,000
Benefits $183,118 $221,426 $284,500
Occupancy $41,400 $80,536 $86,800
Non-occupancy $236,069 $243,919 $253,600
Program Supplies and Activities $97,797 $91,900 $90,400
Total Expenses $1,377,236 $1,593,903 $1,700,300
C. Fund Balance
Revenue $1,314,197 $1,696,883 $1,895,571
Carryover Balance from previous year $84,730 $352,666 $305,646
Total Operating Budget $1,378,927 $2,049,549 $2,201,217
Less Total Expenses $1,377,236 $1,593,903 $1,700,300
Ending Fund Balance $1,691 $455,846 $500,917
Less Restricted Balance (explain)" $350,975 ($150,000) ($25,000)
Carryover Fund Balance $352,666 $305,846 $475,917
. Includes Youthworks grant from City of Iowa City: $14,586 in FY05, $17,787 in FY06 and $20,000 in FY07.
.. Assets increased by $378,084 in FY05 due to putting the new Youth Center space into service.
Also, $27,109 was restricted for capital expenditures in FY05.
United Action for Youth
BdlOonorlFunder R6$trlcted Funds Designated for FY05 FY06 FY07
Capital Campaign Youth Center building and remodeling of existing 12.503 130.000 95.000
--
Teen Parent/Mothers Day Too Soon Teen Parent Program 7.910 3.000 6.000
CIRCLE Young women's group program 2.394 300 300
Scholarship fund Youth Volunteer Schoiarship 2.000 1.000 1.000
,
Community Foundation Opportunity Fund 2.302 3.500 3.600
Total Restricted Funds $27.109 $137,800 $150,900
:
I
In.Kind Support
ServicesNolunteers Youth Center construction, youth volunteers, adult 133,000 104.000 83,000
-----~~_r__-- ~-
Material Goods Youth Center, equipment, food I 54,000 18.000 14,000
Space, Utilities, ete Storage space 2,400 600 600
Other: (Please footnote) AmeriCorps donated time/Education awards 48,000 48,000 53.000
Total In-kind Support $237,400 $170,600 $150.600
Grants Description/Purpose
Runaway Youth and Crime Victim grants To assist runaway & homeless youth and provide 463.251 492.850 458.600
support to victims of crime and child abuse
Youth Development grants To support programs that promote youth 282.368 395.087 620.696
development and a variety of prevention efforts
Teen Parent Program grants To support counseling, heatth, skill building and 133,783 147,064 158.456
family support for teen parents & their children
Family Support grants To provide skill building and support to families 54,092 57,119 47.219
Total Grants I $933.4941 $1,069.833 $1,164,971
,
jccoghs\fundingform,doc
UAY Board of Directors \
Jim Swaim ~ rl Ginny Naso
Executive Director Associate Director
Teresa Ulln ~
Business Director
f I I
Administrative Team Teen Parent Services Team Counseling Services Team Youth Services Team
KyIle Buddin l- I- Donald Hansen lyMh Jaooby '- c- Jessica Tellez Diane Tonkyn '- - Kim And""'" StuMuHlns I- - KylieBuddin
Data Man-r QItioeMana..... eounsellrv. Coordinator Youth & Family
Teen Parent Coordinator F.... - Coon_ Youth Center Coordinator Youth CounselOr
ArnIe "- r- - Youth Andrea GroesIMth '- i Darde Yarneda .....J..- - -1 RIck Spea' JanieJeffrles - -1 Grace $indalr
!
IF - Youth & Family
Adm~Asslstant nPCoortIInalor ~ SchooJ-based Counselor Votooteer Coordinator <>rtnoad>Worl<o<
,
I r--
,.....- f-- i '- - Kent e.nstuble "-- """"'" Sconlan r- - Angela TrujlUo - Codl J_ I- - _H_
i I
I Youth & FamIy youth & Family
cu_ F - F - Coo",""" Coo'- Youth Counselor SchoOI-based Counselor
I i Charles Taylor By H.ns HesII .....- Amy louis _Ca""" NicOle Bakfwin
! I '- '- f- - I-
Ped!8trieNUrse Youth & FsrriIy
I F.....SU ~- -- Coo",""" street Outreach Coord. youth Counselor _Coon......
Jonna _ f- Lori_ - L I- - Kelly VanderWerff
Youth Street OUtreach
! Peereounselor ChRdoen>""""'"""" BSW pntdlcum Students "'de youth Counselor
.....- '- 1
AmeriCorps Youth & Adult
MSW Praclk:um Students Chlklcare Aide Voluntee~ Volunteelll
United Action for Youth Board of Directors
Lars Anderson, Chair, Attorney, 2001-2007, Iowa City Don Carstensen, Education, 1999-2006, Strategic Planning Committee, rural
Cathy Weingeist, Vice Chair, volunteer, 2,000- 2006, Communications Committee, IC Polly Nichols, Psycology, educ., 1999-2006, Operations Committee, IC
Gary Stetzel, Treasurer, Engineer, 2005-2008, Finance Committee, N Uberty Chris Okiishi, Psychology, theater, 2004-2007, Communications Committee, Ie
Patricia Kindl, Secretary, Banking, 2004-2007, Finance Committee, IC Jack Hathaway, student, 2005-2007, Operations COmmittee, IC
Heather Buresh, studenUenvironment 2004-2006, Operations COmmittee, Ie leslie Arnold, Hospital Education, 2006-2008, Communications Committee, IC
Katherine Moreland, Attorney, 2006-2008, Operations Committee, IC
MINUTES
IOWA CITY TELECOMMUNICA nONS COMMISSION
MONDAY, NOVEMBER 28,2005 - 5:30 P.M.
CITY CABLE TV OFFICE, 10 S. LINN ST.-TOWER PLACE PARKING FACILITY
DRAFT ~
MEMBERS PRESENT:
Gary Hagen, Michael Christians, Saul Mekies, James Ehrmann, Bebe
Ballantyne
MEMBERS ABSENT:
STAFF PRESENT:
Drew Shaffer, Mike Brau, Sue Dulek
OTHERS PRESENT:
Josh Goding, Beth Fisher, Susan Rogusky, Kevin Hoyland, Jon Koebrick
RECOMMENDATIONS TO CITY COUNCIL
None at this time.
SUMMARY OF DISCUSSION
Hagen moved and Christians seconded a motion to recommend to the City Council that they extend the
contract with P A TV until a new contract can be finalized. The motion passed unanimously. Goding
reported that P ATV's "Open Channel" program will be this Wednesday at 8 p.m. On Dec 7 P A TV
will host a screening of the documentary film "The High Costs of Low Prices" at 7 p.m. at the PATV
studio. P ATV will be closed between December 22 and January 2. Rogusky reported that the head of
the Intermedia Department at the University of Iowa arranged to set up a satellite facility for the
department at SCTV and provided about $7,400 worth of computer equipment for SCTV to use.
Ballantyne said that University students can assist and train SCTV volunteers and get college credit.
Hardy reported that the Community Television Service (CTS) recently taped the "Night of 1000
Dinners" which is a dinner hosted by the United Nations Association to raise awareness ofthe danger
land mines present in many countries. The CTS section of the City Channel web site has been updated
to allow organizations to make requests for production services over the web. Koebrick said that the
addition of KFXB to the basic tier was due to the channel qualifying as a federally mandated must
carry channel. In Iowa City the large number of access channels consume more basic tier channel
capacity than other communities that Mediacom owns. Mediacom allocates channels 2-22 to the basic
tier across all their systems. As more broadcasters qualify for must-carry they must displace other
programmers. While it is possible to increase the size of the basic tier, it would necessitate installing a
high quality trap on every household at a cost of $1 0-20. There is also a need for uniformity of service
across systems for the ease of customer service. Mediacom's call centers serve multiple communities.
APPROVAL OF MINUTES
Ehrmann moved and Ballantyne seconded a motion to approve the October 31, 2005 minutes. The
minutes were unanimously approved.
ANNOUNCEMENTS OF COMMISSIONERS
Hagen said that the public power referendum vote has consequences for municipal cable television and
asked about the City's schedule for soliciting potential overbuilders. Shaffer said there is not a set
schedule but that they are sent out every few years. Hagan said that cities with municipal cable
systems generally also have a municipal electrical utility. Mekies said that citizens are probably more
impassioned about cable service than electric service and the failure of the municipal power
referendum has little relationship to how citizens feel about cable service.
SHORT PUBLIC ANNOUNCEMENTS
None.
CONSUMER ISSUES
Shaffer reported that the level of complaints is staying down. There were four complaints during the
last month, all of which have been resolved.
UNIVERSITY OF row A REPORT
No representative was present.
PATV REPORT
Goding reported that PATV's "Open Channel" program will be this Wednesday at 8 p.m. On Dec 7
PATV will host a screening of the documentary film "The High Costs of Low Prices" at 7 p.m. at the
PATV studio. PATV will be closed between December 22 and January 2. Post cards have been sent
to 62 nonprofit organizations offering assistance in creating public service announcements. An
additional mailing is planned. P A TV recently hosted the Tiger Cubs Cub Scouts.
SENIOR CENTER REPORT
Rogusky distributed the Senior Center TV (SCTV) schedule. The head of the Intermedia Department
at the University of Iowa arranged to set up a satellite facility for the department at SCTV and
provided about $7,400 worth of computer equipment for SCTV to use. Ballantyne said that University
students can assist and train SCTV volunteers and get college credit.
IOWA CITY COMMUNITY SCHOOL DISTRICT REPORT
Hoyland reported that he continues to pass information to school officials. The audio upgrade is
complete. There are now microphones for everyone at the dais in the Board Room. Hoyland said he
was unsure if the School Board members have received copies ofthe letters sent to the district from the
Commission. Hagen said the sound quality has improved.
LEGAL REPORT
Dulek said she had nothing to report.
LIBRARY REPORT
Fisher reported that the library has one camera that is being repaired, which is making production work
much more difficult. The library will be closed December 9 for staff in-service.
KIRKWOOD REPORT
No representative was present. Mekies asked ifthere was any obligation for Kirkwood to attend the
Commission meetings. Dulak said there was not.
MEDIA UNIT
Hardy reported that the amount of productitoins is typical for this time of year. Several interns have
been working at the City Channel producing public service announcements. The new Info Vision
system has been working well. The Community Television Service (CTS) recently taped the "Night of
1000 Dinners" which is a dinner hosted by the United Nations Association to raise awareness the
dangers land mines present in many countries. The CTS section of the City Channel web site has been
updated to allow organizations to make requests for production services over the web.
P A TV CONTRACT
A meeting with Goding, Helling, Shaffer, and Mekies is planned to discuss the contract. Dulak noted
the contract expires December 31, 2005. Shaffer said the contract could be extended while work on
the new contract is being done.
MEDIACOM REPORT
Koebrick reported that the City will be receiving a notice that the International Channel and ANZ will
be dropped from the digital tier.
BASIC TIER CHANNEL ALLOCATION
Koebrick said that the addition ofKFXB to the basic tier was due to the channel qualifying as a
federally mandated must carry channel. As such, Mediacom had no choice but to add the channel.
Koebrick explained that, generally speaking, channels that can be received using an over-the-air
antenna must be placed in the basic tier. Broadcasters must choose between retransmission consent in
which cable operators pay them a negotiated fee to carry the channel or must-carry status in which the
cable company must carry the channel and no fee is paid. Major broadcasters such as NBC and ABC
realize that their programming is valuable to the cable company and typically seek retransmission
consent. Less popular programmers such as KFXB typically choose must carry. In Iowa City the
large number of access channels consume more basic tier channel capacity than in other communities.
Mediacom allocates channels 2-22 to the basic tier across all their systems. As more broadcasters
qualify for must-carry they must displace other programmers. Placement of the shopping channels on
the basic tier is tied up in a network of contracts with programmers who desire to have their programs
on a lower numbered channel. While it is possible to increase the size of the basic tier, it would
necessitate installing a high quality trap on every household at a cost of $1 0-20. There is also a need
for uniformity of service across systems for the ease of customer service. Meidaom's call centers that
serve multiple communities. Basic tier channel allocation pressure is not common in other
communities. Mediacom's progranuning contracts often have a "most favored nation" clause that
requires similar placement of ad-supported networks. Thus, ifMediacom were to place the Weather
Channel in the basic tier, it could necessitate moving many other networks there as well creating a fat
basic tier, which essentially eliminates a low-cost basic tier. When KFXB qualified for must-carry,
Mediacom had only a couple channels that could be moved out of the basic tier and chose CSP AN II.
The only way a cable operator can decline a must-carry order is if the quality ofthe signal received at
the head-end is not adequate. In KFXB's case, they paid for a fiber link directly to Mediacom's head-
end. In part, must-carry regulations were intended to promote diversity in broadcasting by enabling
smaller, more specialized broadcasters without access to a large amount of capital to utilize low power
television. Hagen asked why some small towns have multiple affiliates of the major broadcasters such
as ABC. Koebrick said that typically only one network affiliate is carried because of the federal
syndicated non-duplication rules. Local affiliates buy the programs from the networks for a
Designated Market Area (DMA), which is basically the media market in a geographic area as set by
the FCC. Broadcast network affiliates don't want to be competing with each other for the same
viewers so the affiliate in the DMA has the exclusive right to network programming. A cable operator
carrying a network affiliate outside the DMA could only cablecast programming not duplicated by the
other affiliate, such as the local news. Some communities are close enough to the broadcasters in an
adjacent DMA that the broadcasters can be picked up by an over-the-air antenna. If this is so and it
can be shown that that channel is considered "significantly watched" by the FCC, then broadcast
network duplication can occur. Koebrick said that a disadvantage of having an interconnected network
is that if a weak broadcaster within the DMA can get an adequate signal to the master head-end, then
that broadcaster must be carried in all towns served by that head-end within the DMA. That is the case
with KFXB. If each community had its own head-end, as in the past, those broadcasters would not
qualify for must-carryon most systems in the DMA. Mekies suggested that the Commission consider
what it might do to have more influence over the selection and placement of channels on the cable
system.
ACCESS CHANNEL OUESTIONAlRE
Mekies suggested some minor stylistic changes to the questionnaire to better elicit answers, Mekies
suggested that an additional question be added asking who is responsible and contact information for
the day-to-day operation of the channel and who is responsible for the general operation of the
channel.
NEXT MEETING
The Commission agreed not to meet in December, as the meeting day would be December 26.
PATV CONTRACT EXTENSION
Hagen moved and Christians seconded a motion to recommend to the City Council that they extend the
contract with P A TV until a new contract can be finalized. The motion passed unanimously.
ADJOURNMENT
Ehrmann moved and Hagen seconded a motion to adjourn. The motion passed unanimously.
Adjourrunent was at 6:40 p.m.
Respectfully submitted,
Drew Shaffer
Cable TV Administrator
TELECOMMUNICATIONS COMMISSION
12 MONTH ATTENDANCE RECORD
01/01/03 to CURRENT
Meeting Date Kimberly Saul Meikes Brett Castillo Terry Smith Jim Pusaek
Thrower
6/2/03 X X X X X
7/28/03 X X X X x
8/25/03 X X X X ole
9/22/03 X X X x ole
10/27/03 x x x x ole
11/24/03 x x ole x x
12/15/03 ole ole x x x
112/04 x ole x x x
1/26/04 x x x x x
2/23/04 x ole x ole x
3/22/04 x x x x x
41 26/04 x x x x OIC
5/24/04 x x OIC x x
6/28/04 x x x ole x
7/26/04 ole x x x x
8/26/04 did not meet did not meet did not meet did not meet did not meet
9/27/04 X X X X X
10/25/04 X X
11/04 Did not meet Did not meet Did not meet Did not meet Did not meet
X X X X X
12/20/04
1124/05 X X X X X
2/28/05 X X X X
Gary Hagen
3/8105 X X X X X
3/25/05 X 0 X X X
4/25/05 x ole X X X
5/23/05 X 0 x vaeanev X
James X x Bebe x
Ehrmann Balantvne
6/27/05 X x X X X
x Michael
Chritians
7/25/05 0 X X X X
9/26/05 0 X X 0 X
10/31/05 X X ole X X
11/28/05 X X X X x
(X) = Present
(0) = Absent
(O/C) = AbsenUCalled (Excused)
DRAFT
MINUTES
IOWA CITY BOARD OF APPEALS
MONDAY, JANUARY 9,2006
TRANSIT BUILDING CONFERENCE ROOM, 1200 S. RIVERSIDE DRIVE
IOWA CITY, IA
MEMBERS PRESENT: John Roffman, Steve Buckman, Gary Haman, Tim Fehr,
AI Gerard, Chad Campion
MEMBERS ABSENT: Doug DuCharme
STAFF PRESENT: Tim Hennes (Senior Building Inspector), Bernie Osvald,
(Plumbing Inspector), Pat Hansen (Electrical Inspector)
Roger Jensen (Fire Marshall), Sue Dulek (Assistant
City Attorney), Jann Ream (Code Enforcement Assistant
acting as minute taker)
OTHERS PRESENT: Roger Hicks, Russ Redlinger, Julie Muller (Muller Plumbing),
Scott Wiles, Jim Flemming, (J & S Plumbing & Heating), Pat
Latta, Ken Kiene (Latta/Kiene Plumbing), Ginny Blair (Rose
Water Plumbing), Jane Hagedorn (Bea Day Plumbing), Jim
Mulford (Mulford Plumbing), Rick Chambers (Chambers
Electric)
RECOMMENDATIONS TO COUNCIL:
None.
CALL TO ORDER:
Chairperson Roffman called the meeting to order at 4:05.
Election of Officers for 2006.
Roffman introduced the two new members to the Board, Chad Campion and AI
Gerard. He also asked the staff and public present to introduce themselves.
MOTION: Haman nominated John Roffman to continue as the chairperson for the
Board. Fehr seconded. Motion passed unopposed.
MOTION: Haman nominated Steve Buckman to be vice-chairperson for the Board.
Campion seconded. Motion passed unopposed.
CONSIDERATION OF MINUTES:
Minutes from the May 24,2005 meeting were reviewed. Members asked that future
draft minutes be sent to them when draft minutes are sent to City Council.
DRAFT
MOTION: Haman moved to accept the minutes. Buckman seconded. Motion passed
unopposed.
Discussion of licensed plumber's concerns about havinq to attend the 8 hour update
class.
Hennes explained the issue before the Board. He stated that when the licensing
section of the City Code was consolidated, it was proposed that licensed plumbers be
required to take an 8 hour update class whenever a new plumbing code was adopted.
This would mirror what was required of licensed electricians. This was adopted. The
update class for plumbers was required when the 2000 Uniform Plumbing Code was
adopted and now this year it was required for the 2003 UPC so it is the second time
the class has been required. Hennes said he did not remember any issues the first
time the class was required but this time there was a problem with getting classes
scheduled.
Osvald explained that Kirkwood Community College had previously taken care of
scheduling the classes and scheduled them on Saturdays which was the preference
of the plumbers. Six classes were offered the first time. This time the instructor at
Kirkwood had moved out of state and they did not have a new instructor hired at the
time the classes for the 2003 UPC update were being planned. So IAPMO
(International Association of Plumbing and Mechanical Officials) was contacted by the
Iowa City building department to see if they could provide a class. IAPMO did set up a
class - for a weekday - and notification was sent to the licensed plumbers. A few
weeks later, Kirkwood notified the building department that they had hired a new
instructor and this instructor could also provide an update class. So a class from
Kirkwood was also scheduled but a number of plumbers had already signed up for the
IAPMO class. Osvald said he attended both classes. The problem with the IAPMO
class was that it was on a weekday so the plumbers lost a day of work. Also the
IAPMO class was more expensive and did not seem to be as relevant to the Iowa City
plumbers as the Kirkwood class.
Several of the plumbers stated their concerns with the update class. Consensus was
that the class should just cover the changes to the code and not try to cover the whole
code. Maybe this would take 8 hours and maybe it wouldn't depending on the extent
of the changes. The class should be on a weekday and the instructor should be local
and gear the class toward the local area.
Campion asked if this just wasn't a work in progress and stated that there was no
reason to scrap the whole concept if the Board could address the concerns of the
local licensed plumbers.
Osvald said it was learning process but that it was good idea to have update classes
so that plumbers would be aware of any code changes.
Haman stated that he thought the Kirkwood instructor had done a good job of just
explaining the changes. He thought that also that the plumbing inspector should be at
the classes to go over the local amendments to the plumbing code.
Chambers explained that there were other organizations that could teach classes,
provide teaching materials or provide additional instructors at Kirkwood.
DRAFT
Chambers and Haman both stated that 8 hours might not be needed depending on
the extent of the changes.
Campion asked what other municipalities require. Cedar Rapids does not require a
code update class.
Hennes emphasized that it was a learning process and that the mistakes that
occurred this time could easily be avoided during the next code cycle. They could
make sure that the class was not taught on a weekday and provide many more
opportunities to take the class.
Mulford asked if staff could teach the class. Hennes explained that staff really did not
have time to develop a class or teach it. He explained that any plumber could develop
a class and get certified to teach it -that is what Rick Chambers had done for the
electricians. Mulford then asked if Iowa City would consider dropping the requirement
for the update class entirely since Cedar Rapids no longer requires it. Hennes stated
that as staff, he would advocate strongly for keeping the class. But, if the Board felt
that the requirement could be dropped, they would take it to Council and amend the
ordinance.
Mulford stated that he wasn't against the class in concept as long as it was just limited
to the code changes and wasn't necessarily 8 hours.
Hansen emphasized that taking a class really would save the plumbers money in the
long run since they would not have to tear something out and then redo it because
they hadn't known that a particular code had changed.
Hennes said that staff would start planning the classes earlier and make sure that
there were many options such as number of classes on different days or evenings
and local instructors who would gear the class toward Iowa City's local amendments
and issues.
Roffman added that as long as the instructor felt he had covered all of changes, that
the instructor had the authority to determine exactly how long the class lasts. If it was
less than 8 hours, it would still count as the required update class. He added that
unless the Board wanted to make significant changes to the code, they would keep
things as they were and would strive to make the discussed changes to the class
during the next code update cycle.
OTHER BUSINESS:
The next meeting was scheduled for February 6, 2006 if there are any appeals.
Jensen informed the Board of the Fire Prevention Advisory Committee. The
committee meets every 2nd Wednesday of every odd month for about 1-2 hours
starting at 7:30 in the morning. The committee consists of Iowa City contractors and
other licensed professional to discuss a range of issues and topics concerning fire
prevention and code requirements. Jensen invited the Board to attend any meetings.
Jensen informed the Board that the Fire Department now has a full time fire inspector
- Steve Stimmel.
He also explained that the Fire Department now had a fire sprinkler demonstration
trailer that could actually demonstrate how a sprinkler works and provides classroom
space for further education. He said he would invite the Board for a demonstration
DRAFT
sometime in the spring. The Board suggested some other venues for demonstrations
of the fire prevention trailer.
ADJOURNMENT:
Haman moved to adjourn the meeting. Campion seconded. The meeting was
adjourned at 5:00 PM.
John Roffman, Board of Appeals Chairperson
Date
NAME
Gary Haman
Steve Buckman
Doug DuCharme
Tim Fehr
John Roffman
Chad Campion
AI Gerard
KEY
X = present
o = absent
OlE = absenUexcused
NM = No meeting
_ = not a member
TERM EXPIRES
12/31/2007
12/31/2006
12/31/2009
12/31/2008
12/31/2007
12/31/2008
12/31/2010
Board of Appeals
Attendance Record
2006
1/9/2006
X
X
OlE
X
X
X
X
MINUTES
IOWA CITY PUBLIC ART ADVISORY COMMITTEE
THURSDAY, JANUARY 5,2005,3:30 P.M.
LOBBY CONFERENCE ROOM, CITY HALL
PRELIMINARY
CE:J
Members Present:
Charles Felling, Rick Fosse (arrived at 4:05), Emily Martin, Mark Seabold,
Terry Trueblood, DeLayne Williamson
Members Absent:
Emily Carter-Walsh
Staff Present:
Karin Franklin, Marcia Klingaman
Call to Order
Seabold called the meeting to order at 3:38 p.m.
RECOMMENDATION TO CITY COUNCIL:
By a vote of 5-0, the committee recommended selection of Birds in Flighf by Mark LaMair for placement in
the South Sycamore Greenway subject to resolution of the committee's concerns regarding the strength
of the supporting poles.
By a vote of 6-0, the committee recommended the acceptance of the Art in Non-Public Spaces
Recognition Program as amended.
Public discussion of anv item not on the aoenda
There was no discussion.
Consideration of the Minutes of the December 1. 2005 Meetino
Felling said the vote count given in the recommendation to the city council was incorrect.
MOTION: Trueblood moved to accept the minutes as amended, Martin seconded. The motion passed on
a vote of 5-0.
Review proposals for South Svcamore Greenwav
Klingaman reported that Clark submitted a proposal, though he did comment on the limited budget
allowed for the project. She also received additional information from LaMair about his proposal. Clark
was not able to create a maquette of his proposal in the available time frame, so he submitted sketches
along with slides showing examples of other work he has done.
Klingaman said the proposed piece is aluminum, and noted that having quotes from stories inscribed on
the piece is intriguing. The committee members viewed Clark's slides. Franklin said the piece is 12 feet
high, 8 feet wide, and 10 feet long. Klingaman said increasing the budget might allow for the piece to be
hinged, which would give it more movement.
Franklin explained to Williamson that the Greenway is a wetland area that was created for storm water
management, which has a path running through it to Kicker's soccer park. Felling added that the path
begins directly south of Grant Wood School. Franklin said the committee decided the pathway was a
possible location for a kinetic piece after taking a tour of various city parks in 2005.
Franklin noted that the script would be unreadable if the piece is sited a distance from the path in a
swampy area. Klingaman said the artist was not given specific site information, so may not be aware of
this. Martin said that being able to read the words might not be important, as they might be intended to
give the piece patterning and texture.
Trueblood said he likes Clark's submission, but is also disappointed in it, given what he has seen of the
artist's other work. His other pieces were corten steel, which would fit in the surroundings better than a
shiny aluminum piece. Also, other pieces had cutouts that were related to nature, such as birds, that
might fit in better. Martin said she thought the LaMair piece was more interesting.
Klingaman showed the committee additional pictures of the birds submitted by LaMair. Seabold said the
birds are 6-8 feet long, and 12-14 feet up. Martin agreed they are bigger than she remembered, but
added that the size is a positive aspect that will allow a long view of the piece. The Greenway is such a
Iowa City Public Art Advisory Committee Minutes
January 5, 2006
Page 2
large space that it would be easy for things to get lost. Seabold asked for confirmation that there are
seven birds. Klingaman said yes, and they all move and rotate.
Trueblood said he prefers the LaMair piece, but said he was concerned about the strength of schedule 80
poles. Seabold said the walls of the pipe are quoted at 3/8 of an inch thick. Trueblood said the posts used
for chain link fences are typically schedule 40, so these would be lighter weight but also be much taller.
Seabold agreed he would like to hear from Fosse about the strength of the poles. [Ed, Subsequently it
was found that the schedule 80 pole would be stronger than a schedule 40 pole.]
Trueblood said LaMair might have designed it with a lightweight pole to give the piece more movement.
Klingaman said LaMair stated it would be difficult to sway the poles more than a few inches. Seabold
noted that the poles would have a pretty good base, since a quarter of their length would be under
ground. He said he also likes LaMair's piece more than Clark's. Martin agreed.
Klingaman asked how much maintenance would be needed for an aluminum piece. Trueblood said both
aluminum and stainless steel should be relatively maintenance free, except for vandalism. Seabold said if
the metal is treated before it is punched, it might get some rust at the edges, but that should not be a
problem with LaMair's piece. He said he would consult with outside sources regarding the expected
strength of the poles. Klingaman asked Seabold to send her that information.
Klingaman said LaMair might still be able to meet the original deadline if his piece is selected, which
would be June 1. Trueblood said it might be interesting to see the scale model of the piece. Franklin said
it was very positive in the past to bring the scale model of a proposal to show to the council. Klingaman
said the artist is willing to send it, and asked if the committee wants to wait on a decision until they see it.
Trueblood said he is ready to make a decision now, though it would be interesting to see. Martin agreed.
Seabold said it could also be put on display.
Seabold asked if the artist will be fabricating a new piece, or selling an existing one. Klingaman said she
believes the pictures are of a scale model, and LaMair will be creating a new one. Seabold asked since
the piece needs to be fabricated, if a heavier pipe could be substituted. Trueblood said it would probably
be fine, though it also might drive up the cost, reduce the movement, and affect the look of the piece.
Franklin said that would just be a detail to be worked out if the committee chooses this piece.
Klingaman said a motion is needed to at least recommend the proposal with the condition that concerns
about the pipes be resolved.
MOTION: Martin moved to recommend LaMair's proposed piece "Birds in Flight" for the Sycamore
Greenway, pending resolution of the committee's concerns about the strength of the support poles.
Trueblood seconded.
Fosse arrived at this point.
Franklin asked Fosse if he had additional information about schedule 80 pipes. Fosse said they are not
used in his area. They are used more often for building interior use, rather than out in the public.
However, he said probably some deflection is desirable in this case. He added that the downside of
hollow versus solid pipes is that solid ones are more flexible; hollow pipes will dimple and bend under
stress.
Franklin said that the pipe walls are 3/8 of an inch thick, and the pipes are 2 inches across. Fosse agreed
that is a pretty stout pipe, though he does not know how well it would stand up to being climbed on.
Martin said they would be put in a wet area. Fosse noted that if the pieces were sited in water, the metal
would need to be treated so it doesn't rot at the water level.
The motion was passed on a vote of 5-0, with Fosse abstaining.
Recommendation on Art in Non-Public Spaces Recoanition Proaram
Klingaman reported that the recognition program document was revised as discussed at the last meeting,
and reformatted to comply with the PAAC procedures. Franklin said the program procedure needs to be
formally recommended to the council.
Iowa City Public Art Advisory Committee Minutes
January 5, 2006
Page 3
Felling said he would like clarification on the process and policy for notifying the nominees. Franklin said
some guidelines should be included, that the owner of the piece would be notified of its consideration
when the nomination is received. Williamson added that is only a concern if someone other than the
owner nominates the piece. Klingaman said that not everyone would wish to participate. Martin said that
people should have the opportunity to opt out of the nomination as soon as possible.
Klingaman suggested adding a statement that permission from the owner is needed for the piece to be
considered. Williamson said a database should be built up so that if a piece receives multiple
nominations, the owners are not receiving numerous letters. Martin said the notification letter should
outline exactly what being recognized will mean in terms of publicity and public information as well.
MOTION: Martin moved to accept the Art in Non-Public Spaces Recognition Program procedure as
amended. Trueblood seconded, and the motion passed on a vote of 6-0.
Discussion of anv Communitv Initiated Art ProDosals
Franklin said no proposals were submitted. She received inquiries from two people, but there has been
no follow up.
Fosse confirmed that the last community-initiated project was Irving Weber. Franklin said yes. Fosse said
that is a good example of a project that went well. Franklin said the Lions Club was responsible for that
project. Trueblood asked if the mural downtown was also from the community. Franklin said yes, Dulcinea
initiated that one.
Committee time/Other business
Klingaman distributed hard copies of the open meeting information. Franklin said it is good information for
all of the committee members to know. Trueblood said even informal discussions with a minority of the
committee members can be problematic, and the committee should avoid holding meetings at members'
houses. He said concerns are often more strongly related to policy-making bodies.
Adiournment
There being no further business to come before the committee, Martin moved to adjourn. Fosse
seconded, and the meeting adjourned at 4:20 p.m.
s:/pcd/minutesIPublicArtf2006/01-05-06.doc
Public Art Advisory Committee
Attendance Record
2005
Term
Name Expires 1/05
Emily Carter Walsh 01/01/08 OlE
Charles Fellin~ 01/01/06 X
i James Hemsley 01/01/06 X
I Emilv Martin 01/01/08 X
I
I Mark Seabold 01/01/07 X
I
I Rick Fosse X
Terry Trueblood X
,
j
Key:
X = Present
0 = Absent
OlE = Absent/Excused
NM = No Meeting
CW = Cancelled due to Weather
c;:]
MINUTES
Iowa City Airport Commission
January 23,2006
Iowa City Airport Terminal-7:30 AM
DRAFT
Members Present: Randy Hartwig, Chair; Greg Farris; Howard Horan; John Staley
Members Absent: Dan Clay (Advisory Member)
Staff Present: Sue Dulek, Michael Tharp
Others Present: Ron Duffe, Jet Air
DETERMINE QUORUM:
Chairperson Hartwig called the meeting to order at 7:38 AM.
RECOMMENDATIONS TO COUNCIL: None.
ITEMS FOR DISCUSSION/ACTION:
A. T-Hangars-Project to repair the floors.
Hartwig opened the public hearing on plans, specifications, form of contract, and
estimate on cost for the construction to repair the floors in Hangars B and C. No
public comment was received and the public hearing was closed. Farris moved the
resolution approving plans, specifications, form of contract, and estimate on cost for
the construction to repair the floors in Hangars Band C, establishing amount of bid,
directing the City Clerk to publish advertisement for bids, and fixing time and place
for receipt of bids. Staley seconded the motion. Tharp stated that it is a 75-day
project. Resolution No. A06-3 passed 4-0 roll call vote.
B. Rick Mascari Lease.
Commissioners consented to allow Rick Mascari to insulate his hangar at his cost.
C. Kim Brogan Agreement and Sublease.
Horan and Tharp updated the Commission on discussions with Kim Brogan about
possibly terminating her space agreement and subleasing space from another
tenant. Horan stated that the ball is in her court to make an offer to the
Commission.
ADJOURN: Meeting adjourned at 7:45 A.M.
Chairperson
Date
Airport Commission
ATTENDANCE RECORD
YEAR 2006
(Meetin Date)
TERM 1/12 1/23
NAME EXP.
Daniel Clay 3/1/08 --- OlE
Randy Hartwig 3/1/09 X X
Greg Farris 3/1/07 0 X
John Staley 3/1/06 X X
Howard Horan 3/1/08 X X
KEY, X = Present
o ~ Absent
OlE ~ AbsentlExcused
NM ~ No meeting
- ~ Not a Member