HomeMy WebLinkAbout10-21-2010 Housing & Community Development Commission
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AGENDA
HOUSING AND COMMUNITY DEVELOPMENT COMMISSION
LOBBY CONFERENCE ROOM, CITY HALL
410 E. WASHINGTON STREET, IOWA CITY
THURSDAY, OCTOBER 21,2010
6:30 P.M.
1. Call Meeting to Order
2. Approval of the September 16, 2010 Minutes
3. Public Comment of Items Not on the Agenda
4. Staff/Commission Comment
5. Annual Review of the 2011-2015 Consolidated Plan (a.k.a CITY STEPS)
6. Discussion of the CDBG Special Allocation Review and Timeline
7. Discussion of the FY12 Aid to Agencies Funding Requests
· Review Process
8. Monitoring Reports
· Mayor's Youth Empowerment Program - Facility Rehab. &
Operations (Mc Murray)
· Isis Investments LLC - Rental Housing (McMurray)
9. Adjournment
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CITY OF IOWA CITY
MEMORANDUM
Date: October 15, 2010
To: Housing & Community Development Commission (HCDC)
From: Tracy Hightshoe, Community Development Planner
Re: October Meeting Packet
Below is a brief description of the October agenda items.
Annual Review of the 2011-2015 Consolidated Plan (a.k.a. CITY STEPS)
CITY STEPS is a five year plan that guides allocation decisions for the funds the City
receives through the Community Development Block Grant and HOME Investment
Partnership programs. The upcoming allocation cycle for FY12 funds is the second
year of the 2011-2015 plan. A CITY STEPS community meeting is planned for
Wednesday, October 20 at 5:00 pm at the Neighborhood Centers of Johnson County
(NCJC) Broadway Center. Minutes from the meeting at the Broadway Center will be
distributed at the HCDC meeting. You are not required to attend the meeting at NCJC,
but it will be a good opportunity to hear about the concerns and needs of low to
moderate income residents. Please let me know if you plan to attend the meeting at
NCJC because if over 5 HCDC members attend then staff must provide public notice 24
hours in advance of the meeting.
Discussion of the CDBG Special Allocation - Review and Timeline
At the meeting, HCDC will develop a timeline for the allocation of the funds and
determine if any ranking criteria will be utilized when reviewing the applications.
Applications are due Friday, October 29, 2010.
Discussion of the FY12 Aid to Agencies Funding Requests
See attached memo.
Monitoring Reports
Enclosed in this packet is the FY11 Monitoring Schedule. The last column of the
schedule provides the phone number and email address for the agency's contact
person. If you are unable to contact the person, please contact me for a secondary
contact or to confirm the contact information.
· Mayor's Youth Empowerment Program - Facility Rehab. & Operations (Mc Murray)
. Isis Investments LLC - Rental Housing (McMurray)
If you have any questions about these agenda items, or will be unable to attend, please
contact me at 356-5230 or by email at tracy-hightshoe@iowa-city.org.
MINUTES
HOUSING AND COMMUNITY DEVELOPMENT COMMISSION
SEPTEMBER 16, 2010 - 6:30 PM
EMMA HARVAT HALL, CITY HALL
PRELIMINARY
MEMBERS PRESENT:
Andrew Chappell, Scott Dragoo, Charlie Drum, Jarrod Gatlin,
Holly Jane Hart, Michael McKay, Rebecca McMurray, Rachel
Zimmermann Smith
MEMBERS ABSENT:
Andy Douglas
STAFF PRESENT:
Tracy Hightshoe, Steve Long
OTHERS PRESENT:
Charlie Eastham, Maryann Dennis
RECOMMENDATIONS TO THE CITY COUNCIL:
Recommended on an 8-0 vote (Douglas absent) allocating $15,000 in CDBG Program
Income for FY11 Public Service Funding Requests in the following manner: Shelter
House $4,000, the Crisis Center $4,000, the Free Medical Clinic $4,000, and The Arc
$3,000.
Recommended on an 8-0 vote (Douglas absent) approval of the FY10 Consolidated
Annual Performance and Evaluation Report (CAPER) as presented and revised by staff.
CALL TO ORDER:
The meeting was called to order by Vice-Chairperson Charlie Drum at 6:30 p.m.
APPROVAL OF THE AUGUST 19. 2010 MEETING MINUTES:
Chappell motioned to approve the minutes as amended.
Hart seconded.
The motion carried 8-0 (Douglas absent).
PUBLIC COMMENT FOR ITEMS NOT ON THE AGENDA:
None.
HOUSING AND COMMUNITY DEVELOPMENT COMMISSION
SEPTEMBER 16, 2010
PAGE 2 on
STAFF/COMMISSION COMMENT:
Hightshoe said that Linda Severson, JCCOG Services Coordinator, has informed her that the
Aid to Agencies applications are in. The plan is to have the Commission look at the applications
in October/November and send recommendations to City Council thereafter. Hightshoe said
that Severson had just wanted to give the Commission a heads up on the process. Long said
Severson would provide guidance on the process.
Hightshoe said that the state has awarded another $1.4 million for the Single Family New
Construction Program, which is enough to build about 30 more homes. Hightshoe said that staff
is preparing a development plan that will be submitted to the state by October 15th. Hightshoe
gave a brief overview of the income guidelines and construction cost parameters for the
program. She said that it is anticipated that there will be a third and fourth funding cycle for this
project. Hightshoe pointed out that the projects had helped low-income homeownership in the
community and have also helped with retention of local construction-related jobs.
Long said that the City had not received funding for the proposed west side levy, so the $1.9
million the City Council had set aside as matching funds will now be added to the allocation
process. Long said applications for funding are due October 31St, and will be reviewed in
November. Hightshoe said that this allocation represents four times the usual yearly allocation.
Zimmermann Smith asked Hightshoe to review exactly what that money can be used for.
Hightshoe said that it is CDBG money so it can be used for economic development activities,
micro-enterprise assistance, public facilities, aid to agencies, public infrastructure in a low-
income census tract, creation or acquisition of affordable housing. Hightshoe noted that up to
15% of the $2.9 million could be reserved for public services in the FY12 allocation. Long noted
that staff would probably recommend reserving a slightly smaller amount than that. Long noted
that the money can be used to acquire land for future construction of affordable housing.
Hightshoe said the City must certify to HUD that the money is used primarily in residential areas
of low to moderate income, and that the University's student population is not targeted. McKay
said that it would be helpful if staff would put together a little sheet that says what different
funding streams can and cannot be used for. Hightshoe said that the applications will be
screened for eligibility before the Commission even sees them. McKay said it would be helpful
to have nonetheless. Hightshoe said that essentially all activities are CDBG eligible, it is just a
matter of setting priorities for funding. She noted that there could be a wide range of project
proposals for this round of money, and that the minimum award amount is for $50,000.
Hightshoe noted that the proposed 20-year cap on affordability periods has been approved and
will be implemented. She told the Commission to expect to hear from past funding recipients
who wished to change their award terms.
NOMINATION AND ELECTION OF OFFICERS:
Hightshoe said the process is pretty informal. Every September a Chair and Vice-Chair are
nominated.
Drum nominated Michael McKay for Chair.
McMurray seconded.
A vote was taken and the motion carried a-o (Douglas absent).
Gatlin nominated Andy Chappell as Vice-Chair.
HOUSING AND COMMUNITY DEVELOPMENT COMMISSION
SEPTEMBER 16, 2010
PAGE 3 of7
Zimmermann Smith seconded.
A vote was taken and the motion carried 8-0 (Douglas absent).
NEW BUSINESS:
ALLOCATION OF $15,000 IN CDBG PROGRAM INCOME FOR FY11 PUBLIC SERVICE
FUNDING REQUESTS:
Hightshoe said that the notification of additional funds had been sent to all applicants, and that
all applicants that responded requested the difference between their original request and the
amount actually awarded. She noted that ISIS was not technically fully funded, but that they
had received their original funding request because the developer fee was increased.
Hightshoe noted that Extend the Dream had had their $40,000 allocation recaptured because
construction work was begun before environmental clearance was received. Hightshoe said
that the policy for uncommitted CDBG funds says that the Commission will consider allocations
in priority order. She said that there are technicalities the Commission needs to be aware of
when making these allocations, and that there are timing differences when funding a new
project versus giving more money to an already funded project. Drum noted that the funds had
to be awarded in relatively short order and Long said that was correct.
McKay asked for recommendations from the Commission. Gatlin said that he did not think
additional funding should go to projects that received full funding in the first allocation process.
Hart said that she was partial to the idea of funding the Arc, and Chappell agreed. She said that
she also liked the EccoCast project, though she suspected they might not rate high on the
priority scale. Drum said that while he felt that they had an important idea, he did not see the
solution to the problem coming from their project. Zimmermann Smith said that she feels like
Shelter House, the Crisis Center and the Free Medical Clinic each received a relatively small
percentage of their original requests, but provide basic human services in the community., She
said that while some of the other projects may be great to have in the community, those three
agencies provide critical community needs. She said she would support fully funding those
agencies. Drum said that he could agree with that sentiment. McKay asked if the Commission
wanted to equally distribute the full $15,000 between those three agencies and the Arc. Drum
said he would rather see the money distributed in larger chunks to a few agencies, so that it
could do the most good. Drum said he loves the Arc and thinks they do a wonderful job, but is
not sure he would fund it equally with the other three. Zimmermann Smith said she agreed.
She suggested giving $5,000 to the Crisis Center, $5,000 to Shelter house and $5,000 to the
Free Medical Clinic. McMurray said that the Arc should be funded as well. Hart said that giving
the Arc $3,000 would nearly fully fund their original request. McMurray said it is rather rare that
the Commission gets to fully fund something, so that would be nice.
Drum motioned to fund the Crisis Center at $4,000, the Free Medical Clinic at $4,000,
Shelter House at $4,000, and the Arc at $3,000.
Chappell seconded.
A vote was taken and the motion was approved 8-0 (Douglas absent).
HOUSING AND COMMUNITY DEVELOPMENT COMMISSION
SEPTEMBER 16, 2010
PAGE 4 on
PUBLIC HEARING & APPROVAL OF THE FY10 CONSOLIDATED ANNUAL
PERFORMANCE & EVALUATION REPORT (CAPER):
Hightshoe said that within 90 days of the end of the fiscal year the CAPER must be submitted to
HUD. She said that the format is largely proscribed by HUD, and may be somewhat awkward
for Commissioners to review. She said that the Housing Fellowship had submitted a written
comment on the CAPER during the public comment period. She said the comment pertained to
rules on geographic distribution of low-income housing and that staff was in consultation with
the legal department on this issue. She said that the City Council never formally implemented a
policy but did create a task force and created a map to encourage the creation of low-income
housing in areas where it is considered "underserved." Hightshoe explained that projects
wishing to locate in areas not considered encouraged for affordable housing opportunities were
required to go before City Council to seek approval. Hightshoe said that the City Council has
approved two projects in the past that were not in areas encouraged, but denied the most recent
one. She said staff will amend the section, geographic distribution of funds, to reflect this along
with the comments submitted by the Housing Fellowship.
McKay opened the public hearing on the matter.
Charlie Eastham, President of the Board of Trustees for the Housing Fellowship, said that his
organization had commented on the Geographic Distribution section of the CAPER. He said
that his understanding is that staff intends to revise that section of the CAPER, and that he
would like to see the public get a chance to comment on the revisions prior to its submission to
HUD.
McKay asked how that could be done. Long said that if comments were received in a timely
manner than it would be possible. Hightshoe noted that this particular comment was not
received until today. She said that the CAPER has to be approved and sent to HUD by
September 30th. She said that while there is not time for another public comment period and
public meeting, staff does have to respond in writing to any comment received and provide a
copy of that in the CAPER. Long said that just because there is a comment does not mean that
the document needs to be changed; it just means that the comment and response must be
included in the report.
Eastham said that his understanding is that staff intends to revise the document and submit it
before there is opportunity for public comment. Eastham said that his point is that the City
should present a finalized draft of the CAPER for public comment.
Maryann Dennis from The Housing Fellowship said that they had not had a Board meeting
scheduled until Tuesday night, and it was at that meeting that the Board directed her to send the
memo to the City. Dennis noted that the map that the City Council uses as a guide for where
agencies should attempt to locate affordable housing is not in fact based on census tract data,
as is often stated. She said that there are two census tracts in the community that were
switched by City Council back in 2005. Dennis said there is a census tract in Olde Town Village
near Blackstone Restaurant that was switched so that it did not truly match the data from the
census. Long noted that it also is not based solely on the Fair Share matrix that was recently
developed. McKay asked if this had been an issue for Dennis as concerns decisions from the
Commission. Dennis said it had not been an issue in regard to this Commission. Eastham said
that the City Council map has affected their decisions about where to attempt to build affordable
housing. McKay noted that the decision about the property on Muscatine Avenue had certainly
HOUSING AND COMMUNITY DEVELOPMENT COMMISSION
SEPTEMBER 16, 2010
PAGE 5 on
been affected by it. Eastham said that it had also affected their decision-making as to where to
purchase land for development. Long said this would be discussed by City Council in October.
McKay asked if there was further public comment, and there was none.
McKay asked if the timing could be arranged such that there is more time for public comment in
the future. Hightshoe said that the CAPER has been out for a 15-day public comment period.
As there was no other comment, McKay closed the public hearing and invited a motion.
Chappell asked if staff had an opinion as to whether or not a change needs to be made to the
plan based on the comments received. Hightshoe said that staff will revise the CAPER based
on the comments received. Chappell asked if the legal department had an opinion on whether
or not the plan should be changed. Staff will confer with legal as to address the concern in the
public comment section or to include in the public comment section and revise the Geographic
Distribution section in the CAPER. Long said that the legal department had expressed an
opinion. Hightshoe said that it was not yet decided if the body of the agreement would be
changed, but that it was certain that there would be staff response as it is required.
McKay invited a motion.
Drum motioned to approve the CAPER plan with public comments and with the
modifications for geographic distribution as determined by city staff.
McMurray seconded.
A vote was taken and the motion carried 8-0 (Douglas absent).
SELECTION OF PROJECTS TO MONITOR FY11:
Hightshoe said that every year each Commissioner takes 2-3 projects to monitor over the
course of the year. The Commissioners chose which projects and months they wished to do
their monitoring reports. Hightshoe said she would revise the list and include a copy of it in the
next commissioner packet.
TIMELlNE FOR THE ANNUAL REVIEW OF CITY STEPS:
Hightshoe said that even though it seems like the CITY STEPS plan was just completed, it is
already time to begin thinking about the annual review. She said that staff will set up a couple
of public meetings over the next month and bring the meeting results before the Commission. If
the Commission then decides that there is any part of CITY STEPS they wish to do an
amendment on that process would then be begun. Hightshoe said that Commission members
are welcome to, but not required to, attend the community meetings.
A question was asked by a Commission member about the Special CDBG Allocation process,
and Hightshoe reiterated that it will be a less formal process than the usual allocation process.
Zimmermann Smith asked if there will just be one meeting for the special allocation process.
Hightshoe said the Commission will make a recommendation to City Council. City Council will
then have a public comment period and vote to either approve or deny the recommendation.
Zimmermann Smith asked if it would be considered by the Commission over more than one
HOUSING AND COMMUNITY DEVELOPMENT COMMISSION
SEPTEMBER 16, 2010
PAGE 6 of7
meeting. Long said it would all happen in one night. He did note that the entire $2.9 million did
not have to be spent and that a waiver could be obtained from HUD; he pointed out that this
discussion was taking place outside the order on the agenda, however, and should probably not
go further.
ADJOURNMENT:
Chappell motioned to adjourn.
Drum seconded.
The motion carried a-o (Douglas absent).
The meeting was adjourned.
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CITY OF IOWA CITY
CITY STEPS Annual Review
Iowa City's 2011-2015 Consolidated Plan for Housing,
Jobs, and Services for Low-Income Residents
Thursday, October 21
Housing & Community Development Commission
City Hall, Lobby Conference Room
410 E. Washington Street, Iowa City
6:30 - 7:30 p.rn
CITY STEPS is a five-year plan for coordinating housing, jobs, and service
programs for Iowa City's low-income residents. It provides an opportunity for Iowa
City to meet the needs of low-income residents in areas such as housing, homeless
assistance, jobs, childcare, transportation, public services and facilities. FY2011 is
the first year of our five-year plan. CITY STEPS may be viewed online at
http://www.icgov.org/actionplan.
The maximum annual income to be considered low-income in Iowa City is:
. A person living alone earning less than $43,600
. A two-person household earning less than $49,800
. A household of three earning less than $56,050
. A household of four earning less than $62,250
We encourage you to attend this meeting to provide input on CITY STEPS, identify
unmet needs, comment on current efforts and offer input regarding how the City's
annual federal entitlement funds may be used to best meet the needs of low-income
Iowa City residents. Interested persons may also submit written comments on or
before Thursday, October 21 to Community Development, City of Iowa City, 410 E.
Washington Street, Iowa City, IA 52240.
If you have questions or would like more information, please contact Tracy
Hightshoe at tracy-hightshoe@iowa-city.org or at 356.5244.
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HOUSING AND COMMUNITY DEVELOPMENT COMMISSION
GENERAL RESPONSIBILITIES
The Housing and Community Development Commission (HCDC) consists of nine Iowa
City residents appointed by the City Council. They represent, as nearly as possible, a
cross-section of the Iowa City population in background, ideas, geographic location, age
and socioeconomic status. Committee members serve for three years.
The purpose of HCDC is to advise the Council on community needs in general and on the
use of Community Development Block Grant (CDBG) and HOME Investment
Partnership program (HOME) funds from a citizen viewpoint. To accomplish this HCDC
provides systematic communication between citizens and policymakers with regard to
community development projects. The Commission's work has been primarily directed at
developing, coordinating, and reviewing the City's activities carried out in conjunction
with the City's Consolidated Plan (CITY STEPS). In addition, the Commission reviews
the Community Development Division and Iowa City Housing Authority policies and
periodically makes recommendations to the Council regarding these policies.
ACCOMPLISHMENTS IN FISCAL YEAR 2010
In FYIO the City ofIowa City and its subrecipients expended $973,347 in CDBG funds
and $509,000 in HOME funds to assist low-moderate income persons. To ensure that
community needs are met, HCDC members monitored projects throughout the year.
The FYI0 project accomplishments are as follows:
. Economic Development Fund - Reviewed 3 applications; funded one business creating
3.0 FTEs. Staff continued to market the fund to the community and local lenders
. Operational Funds- Aid to Human Service Agencies (4,941 persons)
. Operational Funds - Successful Living (37 persons)
. Operational Funds - Iowa City Free Medical Clinic (482 persons)
. Operational Funds - Shelter House (41 0 persons)
. Facility Rehabilitation - Arc of Southeast Iowa (376 persons)
. Facility Rehabilitation - Community Mental Health Center (2,662 persons)
. Facility Rehabilitation - Domestic Violence Intervention Program (333 persons)
. Facility Rehabilitation - Neighborhood Centers of Johnson County (underway)
. Exterior Rehabilitation - United Action for Youth (1,375 persons)
. New Construction - First Mennonite Church - Home Ties Addition ( 61 persons)
. New Construction - Shelter House (underway)
. Rental Rehabilitation - MECCA ( 14 households)
. Rental Rehabilitation - Bill Wittig (23 households)
. Affordable Rental Housing - Isis Investments LLC (3 units)
. CHDO Operating Expenses - The Housing Fellowship
. Affordable Rental Housing - The Housing Fellowship (underway)
. Tenant Based Rent Assistance - Iowa City Housing Authority (underway)
. Housing Rehabilitation- City ofIowa City (29 households)
. Affordable Homeownership - Dolphin International LLC (project cancelled)
. Administration - CDBG & HOME
Prior Year Projects Completed in FYIO:
. Building Acquisition - FY09 Iowa City Free Medical Clinic (2,662 persons)
. Facility Rehabilitation - FY09 Neighborhood Centers of Johnson County (1,679 persons)
. Transitional Housing - FY09 Hawkeye Area Community Action Program (1 unit)
. Downpayment Assistance - FY09 Iowa City Housing Authority (5 households)
. Recreational Facility - FY08 Wetherby Splash Pad (area benefit)
. Lot Acquisition - FY07 Habitat for Humanity (3 units)
PLANS FOR FISCAL YEAR 2011
A total of $2,077,241 was allocated to 19 projects, plus program administration for FY11.
The following is a list of the FY10 projects:
. Facility Rehabilitation - Domestic Violence Intervention Program
. Facility Rehabilitation - Iowa City Free Medical Clinic
. Facility Rehabilitation - Johnson County Extension/Big Brothers Big Sisters
. Facility Rehabilitation - Mayor's Youth Empowerment Program
. Facility Rehabilitation - MECCA
. Operational Funds - Crisis Center
. Operational Funds - Mayor's Youth Empowerment Program
. Operational Funds - Iowa City Free Medical Clinic
. Operational Funds - Shelter House
. Aid to Human Service Agencies -VA Y, ESI
. Permanent Supportive Housing - Shelter House
. Tenant Based Rent Assistance - Iowa City Housing Authority/DVIP
. Affordable Rental Housing - Isis Investments LLC
. CHDO Operating Expenses - The Housing Fellowship
. Affordable Rental Housing - The Housing Fellowship
. Affordable Homeownership - Iowa Valley Habitat for Humanity
. Housing Rehabilitation - City of Iowa City
. Economic Development Fund - City of Iowa City
. Program Administration & Planning
The commission will continue to assess Iowa City's community development needs for
housing, jobs, and services for low and moderate income residents, and to promote public
and private efforts to meet such needs.
COMMISSION MEMBERS
Brian Richman, Chair
Charles Drum, Vice Chair
Andrew Chappell
Andy Douglas
J arrod Gatlin
Holly Jane Hart
Mike McKay
Rebecca McMurray
Rachel Zimmermann Smith
~ ~ Johnson County Council of Governments
~ 410 E Washington St Iowa City Iowa 52240
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Date: October 14, 2010
Fr:
HCDC
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Linda Sev~~son, Human Services Coordinator
Johnson County Counci I of Governments
To:
Re:
Review of the FY 12 Aid-to-Agencies Funding Requests
The Iowa City Aid-to-Agencies funding is a yearly allocation to local non-profit
health and human services agencies for operational costs.
Historically, two members of the city council have reviewed the applications and
made recommendations to the full council. This year, the council decided to ask
the Housing and Community Development Commission to review the funding
requests and make recommendations to the council.
Each agency completes a Joint Funding form and may request funding from any or
all of the local funders Coralville, Iowa City, Johnson County and United Way of
Johnson County. The Joint Funding form is convenient for the providers as they
only need to complete one application for possible funding from four different
sources. The local funders make their funding decisions based on the same
information submitted by the agencies. Currently for all the funders, the amount
of funding has been basically stable and incremental in nature.
For FY 11, the city of Iowa City allocated $415,950 to 15 agencies/programs and
had a contingency fund of $9,318 for a total of $425,268. Allocation amounts
range from $5,000 to $60,000.
In your funding binder, you will find information from each agency. This
information includes agency information, goals, staff development, and client
information. The full application also included information on staff positions, three
year balance sheet, revenue and expenses, in kind support, board of directors, and
a table of organization which I didn't provide copies of but any of this information
may be requested. Please review the applications, contact me if you have any
questions, and we will develop recommendations at the November meeting.
I will be at your meeting on Thursday, October 21st to discuss this process and
answer any questions.
City of Iowa City of Iowa City
FY 12 Health and Human Services Agencies Request for Funding
(* denotes a new funding request)
AGENCY PAGE
American Red Cross 1
The Arc of Southeast Iowa * 5
Big Brothers Big Sisters 11
Compeer 17
Crisis Center 25
Domestic Violence Intervention Program 35
Elder Services Inc. 43
4C's* 49
Four Oaks* 55
Free Lunch Program* 63
Free Medical Clinic 67
Housing Trust Fund 71
ICARE (wI MECCA) 81
LIFE Skills* 75
MECCA 81 ( over)
AGENCY
PAGE
MYEP
93
Neighborhood Centers
101
Rape Victim Advocacy Program
107
Shelter House
115
United Action for Youth
125
Consortium for Youth Employment
(will be distributed at 10.21 meeting)
Data/HUM/FY12ApplicationsTableofContents
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CITY OF IOWA CITY
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CORALVILLE
Local Government Funding Application
Agency: American Red Cross Grant Wood Area Chapter
Director: Angela M .Schmucker
Board President: Don Chizek
Requestor: Angela M. Schmucker
Phone: (319) 393-3500
E-mail: schmuckera@grantwood-redcross.org
Mailing Address: PO Box 10375, Cedar Rapids, IA 52410-0375
Website: grantwood-redcross.org
Mission Statement:
To assist victims of disasters and help people prevent, prepare for and respond to emergencies.
Please indicate agency's priority area(s)
o Improving Health IZJ Protecting and Meeting Basic & Emergency Needs
o Helping Children & Youth Reach Full Potential
o Helping Individuals & Families Achieve Self-Sufficiency
Johnson County Iowa City Coralville
Total Request for $2,000 $6,000 $1,750
Fundio2 FYll
Total Budget $1,349,273 $1,349,273 $1,349,273
% of Total Budget 0.14% 0.44% 0.13%
This submission was considered and approved by (both signatures and date are required);
Signatures;
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Agency Board President
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Please attach a written summary addressing the following list and reference your responses to their
relative numerical order. In responding, please endeavor to fU111ish the necessary info1111ation in a brief
but complete manner. If a response is not applicable to the Agency, provide the explanation of omission.
Agency Information
1. a) List and desclibe the programs andlor services provided to Johnson County residents by the
Agency.
Emergency Services has two aspects to its program - Disaster Services and Emergency Fami Iy
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 disaster
assistance includes providing for clients' immediate needs such as food, clothing, shelter,
medication replacement, and mental health support. In addition, community disaster education
presentations are provided for free throughout the community. These presentations address
various disaster scenarios and what to do to be safe. Battery-Up is a program in partnership with
local fire departments to assist low-income and elderly residents change or install smoke
detectors and batteries.
The Health Services programs provide health education and prevention to help people prevent,
prepare for, and respond to emergencies. These are accomplished by offering training in
Cardiopulmonary Resuscitation (CPR), first aid, automated extemal defibrillation (AED), water
safety, and preventing disease transmission, among others. Health Services volunteers also assist
at local blood drives, health fairs, and first aid stations.
b) List any other agencies, public or private, that provide services similar to Agency.
We seek to work with other agencies to try to ensure no duplication of services. Thus, we work
closely with the Salvation Army to ensure that the community's resources are utilized 1110st
efficiently. For example, we coordinate feeding activities so that needs are met but we are not
stepping on each other's toes.
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 one-year c~rtification for CPR is critical to ensure that lifesaving skills are CUlTent.
However, the American Heart Association has a two-year certification for the same program.
c) Describe the coordination of efforts between Agency's programs and/or services and any
similar programs and/or services in Jolmson County.
We seek to work with other agencies to try to ensure no duplication of services so that the
community's resources are utilized 1110st effectively. Often, we will refer to these other agencies
for services and needs we are unable to provide or meet. Some of the agencies/organizations we
collaborate with include: Salvation AmlY, Crisis Center, V A and other area hospitals, Veterans
Affairs, Goodwill, and local churches.
We do not directly collaborate with the American Heart Association but do accept their
certifications for the purpose of providing training in the community.
2. a) List Agency goals and objectives; include short-term and long-term goals.
Emergency Services goals 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.
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CiTY OF IOWA CITY
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CORAL V1LLE
· 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 disaster preparedness steps to help people prevent, prepare
for, and respond to emergencies.
Health Services goals include the following:
. Educate individuals living in Johnson County on lifesaving skills of CPR, first aid, water
safety, AED and others to help them prevent and respond to accidents and medical
emergencies.
· In partnership with Badger-Hawkeye Blood Region, increase the number of blood units
collected in Johnson County.
b) What specific need in the community is Agency addressing? (Describe the extent of the
problem, and the major factors in the conU11unity contributing to the problem.)
We seek to assist people in meeting their basic and emergency needs during times of disaster.
We provide services to prevent homelessness and food insecurity, and to assist with recovery
through provision of basic needs after an individual, family or conm1Unity has experienced a
disaster. We also seek to alleviate stress on families after such an event or during an emergency
that affects military personnel and their families.
We also seek to increase the safety of individuals and families, and survival rates after individuals
have experienced sudden cardiac arrest, other medical emergencies or water safety issues through
our training programs.
3. a) Please attach a Salaries & Benefits chart for entire Agency. (Fonn A)
b) How many FTEs serve Johnson County?
1.87
c) How many FTEs live in Jolmson County and what is their combined salaried amount?
None of our staff currently reside in Johnson County.
d) Describe the staff development budget and plan of Agency.
Each department of our chapter maintains a staff development budget of at least $100. However,
we also seek to provide learning opportunities by recruiting speakers ourselves and providing
IUllch-and-learn sessions for our staff. These can be directly related to work perfonnance but can
also cover such topics as personal financial planning and stress management. Our national
organization also provides professional online education opportunities.
e) 111 what capacity are volunteers utilized within Agency.
Volunteers are the heart and soul of the American Red Cross. Approximately 96% of the Red
Cross workforce is volunteer. Our volunteer Board of Directors govems the organization and
volunteers are utilized across all lines of service. They are caseworkers, instlUctors, fundraisers,
nurses, mental health support, office assistants, financial experts, spokespersons, shelter
managers, among many others.
Client Information
4. Provide a succinct, specific description of primary target population(s). Describe clients as a
group in terms of their needs, requirements, and strengths.
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Our agency provides services to all residents of Johnson County and the other eight 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.
5. Please include an unduplicated count of clients you have served for the past two years and one
projected year. For your projected and proposed number of clients, please provide a realistic
number based on past number of clients served, please do not project or propose an increased
number of clients. (Form B)
The agency provides services without regard to various categories and thus collects only limited
demographic data about persons served. For FY09 we served 7,612 residents of Johnson County.
We anticipate that number to increase, especially as we re-establish an office in Johnson County.
We would expect to serve 7,700 for FY10 and 7,900 for FYII. Approximately 10% of our
services are provided directly to clients for disaster assistance, service to anued forces,
international services, and battery replacement. Other services include prevention education in
health and emergency services.
6. Describe how Agency assesses Client satisfaction and determines successfulness of its programs
and services.
Clients are surveyed within one month of receiving services. The surveys gauge timeliness and
quality of services/training provided, as well as ease of access to services and quality of customer
service. These surveys are then analyzed to determine client satisfaction and quality of services.
Our evaluation process shows that we provide appropriate, timely, and quality services to our
clients.
Financial Management
7. Complete Fornl C and/or attach Agency's FY 1 0 budget, year to date.
8. a) In detail describe the need for funding from the local governments for your Agency.
It is essential for. the American Red Cross to seek support from a diverse funding base that
includes local governments, in addition to grants and community support. The amounts we
receive, while not large, are critical to our ability to meet needs in Johnson County.
b) Iflocal government funding is not available and this funding request is not approved, describe
the impact of that decision on Agency and the programs/services these funds would have
supported.
We would examine our funding plan to detennine if funding can be made up in other areas or if
services need to be re-evaluated.
c) How will local government funding help leverage other revenue for Agency?
Funding from local governmental entities enables the chapter to show support for the work of the
organization in the community and with other funders.
d) How will local govenunent funding for Agency improve community conditions?
For individuals experiencing a disaster locally, they will know that their immediate basic needs
will be cared for and additional resources for them to continue their recovery will be made
available. Service persons and their families will know that they can depend on the Red Cross to
4
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CORALVILLE
United Way of Johnson County
CITY OF IOWA CITY
FY12 Community Joint Funding Application
Agency: The Arc of Southeast Iowa
Director: Bill Reagan
Board President: Jeff Edberg
Requestor: Sheba Francis, Program director
Phone: 351-5017
Email: wmreagan@iowatelecom.net
Mailing Address: 2620 Muscatine Ave, Iowa City 52240
Website: www.thearcjc.org
Tax ID No: 42-0933140
Fiscal Year: July 1 through June 30
Mission Statement:
The Arc of Southeast Iowa, an agency serving the community over 50 years, is committed
to being a leader in offering information, services and advocacy to individuals with
disabilities, their families and the community; to promote informed choices and the
realization of their goals relating to where and how they live learn, work and play.
United Way Community Priority Area: please indicate agency's priority area(s)
---X. Education
---X. Income
---X. Health
United Johnson Iowa City Coralville
Way County
Total Request for Community $40,000 $2,500 $2,000 $2,000
Impact Fundin~ FY12
Total Budget 1.7 million 1.7 million 1.7 million 1.7 million
% of Total Budget 2.3% .01% .01% .01%
This submission was considered and approved by (
, Signatures:
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ITV OF OWA ITY
I affir.m that the infor.mation provided in
this assessment is accurate.
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1. a) List programs and services provided by the Arc of Southeast Iowa
Please see attached brochure for detailed information on our programs.
Advocacy, Information and Referral
Respite.
Group Respite
Supported Community Living
Consumer Directed Attendant Care
Intermittent Medical Monitoring Treatment
The Supported Employment Program
Children at Home
Sibship
Parent support group
Hispanic support group
Social skills class
Parent education
Family Fellowship
Two Summer Day Camps for children
b) List any other agencies, public or private, that provide services similar to the agency:
Goodwill Industries of the Heartland, Systems Unlimited, Reach For Your Potential, Mayors Youth
Empowerment Program, Life Skills and Handicare.
The Arc of Southeast Iowa is an active member participating in the Johnson County Disability Providers
Association; Johnson County Mental Health/Developmental Services Planning Council; Johnson County
Targeted Case Management Council; Iowa City Community School District Special Education Advisory
Committee; Iowa Child Abuse Prevention (lCAP) board and the Iowa Association of Care Providers (lACP).
c) Describe the coordination of efforts between agency's programs and/or services similar to agency:
The Arc of Southeast Iowa is an active member participating in the Johnson County Disability Providers
Association; Johnson County Mental Health/Developmental Services Planning Council; Johnson County
Targeted Case Management Council; Iowa City Community School District Special Education Advisory
Committee; Iowa Child Abuse Prevention (lCAP) board and the Iowa Association of Care Providers (lACP).
2. a) List agency goals and objectives; include short-term and long-term goals.
. The # 1 short and long term goal for the Arc of Southeast Iowa is client/family satisfaction; quality
services and programs to Arc of Southeast Iowa clients, families and the community is at the top of all
priority lists.
. The Arc of Southeast Iowa is committed to being a leader in offering information, services, programs
and advocacy to individuals with intellectual and developmental disabilities, their families and the
community.
. The Arc of Southeast Iowa shall promote informed choices and support the realization of goals for our
client and family population relating to where and how they live, learn, work and play.
. The ongoing and long-term goal of The Arc of Southeast Iowa is to continue it's 53 year tradition of
working to empower families; strengthen our community; knock down barriers to independence; foster
inclusion, independence and full participation and rights of citizenship for all persons.
b) What specific need in the community is agency addressing? (Describe the extent of the problem and
the major factors in the community contributing to the problem)
Education: The Arc of Southeast Iowa engages in ongoing community education advocating for inclusion,
access and full rights of citizenship for all persons. The Arc of Southeast Iowa is active in governmental affairs
and forums; sundry community events and public service. The Arc of Southeast Iowa has had numerous
appearances on Johnson County radio stations and Iowa City TV to further it's community education efforts.
The Arc of Southeast Iowa is a representative agency with the Iowa City Community School District Special
Education task force and a representative agency with the Johnson County Americans With Disabilities Act
(ADA) committee.
Income: Through the help of community support led by United Way of Johnson County The Arc of Southeast
Iowa never turns anyone away in need of assistance. The Arc of Southeast Iowa's Supported Community Living
Program allows individuals with disabilities to work toward specific goals to increase their independent living
skills and community involvement enhancing their chances of gaining employment. The Arc of Southeast Iowa
Supported Employment Program assists adults with disabilities find competitive jobs in the community through
assessment, job development and on-going job coaching.
The Arc of Southeast Iowa's family centered and home-based programs and services like respite care support
families and ultimately the community. Countless testimonials from family members report that if it were not
for the support received from the Arc of Southeast Iowa one or both parents would need to quit their job in
order to provide the around the clock care required for their child with a disability.
The Arc of Southeast Iowa's Information and Referral Service and Hispanic Support Group Programs (with the
Arc of Southeast Iowa's bi-lingual staff and volunteers) support and assist individuals and families in
connecting with available community resources.
Health: The Arc of Southeast Iowa's Intermittent Medical Monitoring Treatment service supports children and
adults with medical needs that require monitoring and/or intervention with 24/7 care. The Arc of Southeast
Iowa's Consumer Directed Attendant Care Program gives individuals with disabilities the assistance, supports
and opportunity to make personal choices relating to health, wellness and prevention. The Arc of Southeast
Iowa's Supported Community Living Program allows individuals with disabilities to work toward specific goals
and objectives to increase their independent living skills and life skills learning to access community resources
such as Doctors, Dentists, Pharmacies...diet, nutrition, exercise, medication and medical devices.
3. a) Please attach a salary & benefits chart for entire agency: See Form A
b) Describe the staff development budget and plan of agency: estimated training costs will be $25,000 based
on current growth and increased mandatory training requirements dictated by Medicaid, DHS and Arc of
Southeast Iowa policy requirements. The staff development plan includes ongoing staff orientation and training
on agency policy and procedures; Medicaid administrative code; job specific duties; waiver specific duties;
client are and rights; emergency and safety procedures; role in community partnerships and collaborations;
respect for families/customer service; stewardship to stakeholders; confidentiality and documentation;
CPR/First Aid training; medication management; mandatory abuse reporting for children and dependant adults;
brain injury training certification. The Arc of Southeast Iowa vice-president of operations has all HR
responsibilities including staff development. Staff shall be assigned and enrolled in appropriate workshops,
seminars and conferences as opportunities present on an ongoing basis.
c) In what capacity are volunteers utilized within the agency?
The Arc of Southeast Iowa utilizes volunteers in a number of capacities compatible with the wishes and interest
of the volunteer as well as the needs of the clients, families and agency including: assisting with parent support
groups, social skills class, Sibship, Hispanic support group, family fellowship, children at home and summer
day camps.
4. Provide a succinct, specific description of your primary target population. Describe clients as a group
in terms of their needs, requirements and strengths: Primary target population comprises children and adults
with intellectual-cognitive-developmental disabilities including Mental Retardation, Down Syndrome, Autism,
Prater-Willy, Rettls Syndrome, Cerebral Palsy, Muscular Dystrophy, Cystic Fibrosis, Seizure Disorder, Spina
Bifida, Fragile X Syndrome, Brain Injury, Brain Tumor, Trisomy 13, Chromosomal Deletion, Pervasive
Development Disorder, sight and hearing impaired and behavior disorders. As a group the target population
needs advocates as many are unable to advocate for themselves; access and inclusion to the community; support
services for parents to help keep families in tact and support to adults to foster independence. Strengths of the
target population include a 53 year history of support and advocacy from the Arc of Southeast Iowa; a
community (Johnson County) rich in resources where people can "Live United;" Two senior US Senators
(Harkin & Grassley) with strong track records of support for the disability community. Strong local community
support led by the United Way of Johnson County.
**Please note, in addition to the specific target population aforesaid, The Arc of Southeast Iowa provides
programs and services for the families of individuals with disabilities (parents and siblings).
5. Please provide an unduplicated count of clients you have served for last year and one projected year.
For your projected and proposed number of clients, please provide a realistic number based on past
number of clients served. See Form B
6. Describe how agency assesses client satisfaction and determines successfulness of its programs and
services
The Arc of Southeast Iowa employs a number of modes to assess client satisfaction and successfulness of
programs and services: Each Family Services Coordinator carries a caseload of families (representing all
families served by the Arc of Southeast Iowa), the Family Services Coordinator makes at least monthly contacts
with the family and runs down a checklist of questions to determine satisfaction and success, this direct
evaluation and feedback from families is invaluable; the Arc of Southeast Iowa conducts bi-annual staffings for
all clients attended by the client, the Family Service Coordinator, a member of Arc senior management, the
Case Manager and others depending on the situation including family members, teachers, employers etc. As
part of the staffing the client as well as all other inter-disciplinary team members and stakeholders present are
asked for evaluation and feedback on client as well as inter-disciplinary team members present satisfaction and
success of the programs and services. The Arc of Southeast Iowa uses the ARCH respite evaluation tool;
family/client surveys. Benchmarks to determine success include client/family satisfaction; evaluation and
feedback from inter-disciplinary team members, contentment with services, enhance opportunities for inclusion
and integration, provision of care, reduced stress for individual and family, ease of access to community
resources for individual and family assisting pathways to independence, provision of education-communication-
information and referral.
7. See Form C
8. In detail describe the need for funding from the United Way of Johnson County for agency: The Arc of
Southeast Iowa provides a number of important-beneficial services for which no traditional funding streams
exists including-advocacy, information and referral, family fellowship, Sibship, parent support group, Hispanic
support group, social skills class and parent education. The Arc depends on community support like the United
Way of Johnson County and local government to maintain these services. Even in the case of programs with
traditional funding streams many individuals and families fall through the cracks and do not qualify for funding,
community support like the United Way of Johnson County and local government enables the Arc of Southeast
Iowa to maintain its policy to never turn anyone away regardless if they qualify for funding. The Arc of
Southeast Iowa is experiencing a substantial reduction in revenue due to across the board state budget cuts, cuts
in Medicaid and depends on community support like the United Way of Johnson County and local government
to assist with the gap between official reimbursements and the actual costs for services. Grants, donations and
other funding opportunities are under pressure due to the state and national economic contraction and increasing
competition with most Funders reporting requests far in excess of allocations available.
Funding for the Arc of Southeast Iowa from United Way of Johnson County and local government is imperative
to help close the gaps; offset revenue reductions and keep vital services and programs provided by the Arc of
Southeast Iowa serving individuals, families and the Johnson County Community.
When community conditions support children and adults with disabilities and their families the entire
community is enriched and strengthened as parents are able to maintain their employment, families are able to
stay together and individuals with disabilities are able to achieve full inclusion, integration and participation as
citizens of our community. The United Way of Johnson County and governmental funding are major resources
and of paramount importance to the Arc of Southeast Iowa's capacity to deliver services and programs to
Johnson County's most vulnerable citizens and critically in-need families. The Arc of Southeast Iowa is the
oldest continuously operating disability advocacy agency and service provider in Johnson County and served as
the impetus for many ofthe triumphs of the disability community (and Johnson County as a whole) over the
past 53 years. Unavailability of this funding would result in a reduction in much needed services and programs
to children and adults with disabilities, their families and the Johnson County Community.
The funding from the United Way of Johnson County as well as local government help can be used as a match
for grant opportunities; in addition United Way of Johnson County and local government support demonstrates
support, commitment and partnership from the Arc of Southeast Iowa's local community, Johnson County,
Iowa, (a community the Arc of Southeast Iowa has served and been a part of for 53 years-Johnson County,
Iowa).
9. Describe collaboration with other agencies and services which address the needs of the beneficiaries
served by the agency:
The Arc of Southeast Iowa collaborates with a number of agencies and services to address the needs of the
beneficiaries including the Iowa City Area Chamber of Commerce and Iowa City Coralville Area Convention
& Visitors Bureau sharing news and opportunities on community events and happenings; Johnson County
Disability Providers Group collaborating with Goodwill Of the Heartland, Systems Unlimited, Reach For Your
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Cm OF IOWA CITY
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FYI2 Community Joint Funding Application
Agency: Big Brothers Big Sisters of Johnson County
Director: Scott Hansen
Board President: Belinda Marner
Requestor: Scott Hansen
Phone: 337-2145
Email: scott@bbbsjc.on~
Mailing Address: 4265 Oak Crest Hill Rd.
Iowa City, IA 52246
Website: bbbsjc.org
Tax ID No: 42-6021441
Fiscal Year: July-June
Mission Statement:
The mission of Big Brothers Big Sisters of Johnson County is
to help children reach their potential through
professionally supported, one-to-one relationships with
mentors that have a measurable impact on youth.
United Way Community Priority Area: please indicate agency's priority area(s)
Education
Income
....!- Health
United Johnson Iowa City Coralville
Way County
Total Request for Community $60,000 50,000 40,000 10,000
Impact Funding FY12
Total Budget 400,000 400,000 400,000 400,000
% of Total Budget 15% 12.5% 10% 2%
This submission was considered and approved by (both signatures and date are required):
Signatures:
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Please attach a written summary addressing the following list and reference your responses to
their relative numerical order. In responding, please endeavor to furnish the necessary
information in a brief but complete manner. If a response is not applicable to the Agency,
provide the explanation of omission.
Agency Information
1. a) List and describe the programs and/or services provided to Johnson County residents
by the Agency.
Big Brothers Big Sisters of Johnson County (BBBS) has been partnering with families and volunteers to
provide one-to-one youth mentoring services to our local area for 35 years. BBBS mentoring relationships
provide children with increased social opportunities; a stronger network of support for their education and
community involvement; and compassion, understanding, and friendship.
Adult-child mentoring pairs, or matches, meet both regularly (2-4 times per month) and long-term
(volunteers are required to make a minimum I-year commitment). Our volunteers are carefully screened
and selected to meet the individual needs of children and families whom we serve. When supervising
matches, staff members are committed to regular and significant communication with all involved parties
in order to provide access to meaningful activities and to foster the development of a strong and long-
lasting relationship.
The process of matching children with volunteer mentors includes volunteer screening, orientation, and
training; child and family orientation; introducing a child to a suitable volunteer; and supervision and
support of these relationships through regular staff consultations, opportunities for individual and large-
group activities, monitoring of child safety, and referrals to other agencies and resources.
Our mentoring services are provided in two ways: through the general community, and through the
schools. Community-based youth mentoring allows children and volunteers to share a wider variety of
activities and interests, with a more individualized schedule and more direct involvement from the child's
family. School-based mentoring, or School Buddies, offers a regular, once-a-week meeting time and
occurs within the structure of the school day, making it a good option for families who are less able to
organize out-of-school involvement for their child.
BBBS also screens volunteers for a third mentoring option, the Academic Mentoring Program, which
involves a stronger academic component along with the option to do community activities with a child.
This program is a collaboration between the Iowa City Community School District, Big Brothers Big
Sisters and United Action for Youth (UA Y).
b) List any other agencies, public or private, that provide services similar to Agency.
Children of Promise
c) Describe the coordination of efforts between Agency's programs and/or services and
any similar programs and/or services in Johnson County.
We meet regularly to discuss best practices, refer youth to the program that will best meet their needs, and
avoid duplication of services. We also share information through the Juvenile Justice Youth Development
Program.
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2. a) List Agency goals and objectives; include short-term and long-term goals.
Goal I - Growth: There is an increasing need for the services ofBBBS within Johnson County and
within our service area as defined by BBBS of America.
Objectives:
1. Increase the number of Johnson County community-based matches.
2. Increase the number of Johnson County school-based matches.
3. Explore self-funded expansion into Washington County, determining what need exists and what the
staffing /financia1 impact would be. Make recommendation to the Board.
Goal II - Staff: We have a dedicated, professional, and effective staff. Weare committed to
maintaining the quality of our existing staff and to expand staffing as required to support program
growth.
Objectives:
1. Survey local wage and benefit levels to determine whether BBBS wages and benefits are appropriate.
Present findings, financial impact and recommendations to the Board.
2. Review the current staff development program and determine if changes are needed. Present findings,
financial impact and recommendations to the Board.
3. Expand staffing to support program growth (including interns, AmeriCorps, and work-study
employees).
4. Work with Extension Council to ensure adequate facility and technology needs are met for current
and future staffing. Expanding our office space will enable growth in our staff and program capacity.
Goal III - Volunteers: We have a dedicated volunteer base committed to making a difference in the
lives of local children. We need to increase our recruitment of male and minority volunteers and
sustain our overall number of mentors. Expanding the program will increase our need for volunteers.
Weare committed to maintaining the quality of our existing volunteers and expanding the number
and diversity of our volunteer base as required to support program growth.
Objectives:
1. Develop and implement an action plan to increase the percentage of male and minority volunteers.
2. Develop and implement an action plan to increase the number of volunteers.
Goal IV - Financial: We will continue to ensure that our revenue equals or exceeds our expenses,
which is challenging during this time of increased cost pressures and decreased funding availability.
We will obtain additional funding to offset the rising cost of operating our current program and for
program expanSIOn.
Objectives:
1. Increase current program funding by 5% per year in order to offset inflation.
2. Fund staff and programming support required in order to meet growth goals.
3. Build on our strong financial base by diversifying our sources of individual, corporate, and
governmental financial support.
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b) What specific need in the community is Agency addressing? (Describe the extent of the
problem, and the major factors in the community contributing to the problem.)
Big Brothers Big Sisters programs meet the following needs:
. To create positive relationships between children and caring adults in their community
. To assist these children in their continuing social, emotional, mental, and physical development
. To provide ongoing supportive services to adults in order to facilitate their effectiveness as agents
of stability and positive change in the lives of children
. To cooperate with other organizations providing human services to children and their families for
the purpose of optimizing the environmental factors essential to the children's long-term growth
and development
Big Brothers Big Sisters relationships have been shown to improve children's school performance,
decrease their alcohol and drug use and physically aggressive behavior, and to strengthen their
relationships with parents/guardians and with peers. Recent research conducted on behalf of Big Brothers
Big Sisters of America supports these earlier findings, with 83% of former "Littles" agreeing that their
"Bigs" instilled values and principles that have guided them through life, and 84% agreeing that their
mentors had taught them the importance of helping others. Our vision is to provide an adult mentor to
every child who needs or wants one.
3. a) Please attach a Salaries & Benefits chart for entire Agency. (Form A)
b) Describe the staff development budget and plan of Agency.
Weare very fortunate to have numerous staff development opportunities provided at no cost to us through
Big Brothers Big Sisters of America and Iowa State Extension. These include training and education on
child safety, marketing, volunteer recruitment, computer programs, fund development, etc. We include
funds in the budget for staff to attend the regional and/or national Big Brothers Big Sisters of America
conference and the Iowa Volunteer Conference. We also team with other Big Brothers Big Sisters
organizations to create opportunities for staff members to share best practices.
c) In what capacity are volunteers utilized within Agency?
Volunteers are the lifeblood of our organization. We have over 400 volunteers meeting with youth in
Johnson County. They spend 3-10 hours per month one-on-one with their Little Brother or Sister. We are
continuously recruiting, screening, and training volunteers to be mentors. We have a very dedicated and
informed volunteer board of directors. We also use volunteers from throughout the community to work in
our office and at special events.
Client Information
4. Provide a succinct, specific description of your primary target population(s). Describe
clients as a group in terms of their needs, requirements, and strengths.
Our community-based mentoring services are available to Johnson County children aged 6 to 17
without regard to family status or income. Most children served in the community-based program come
from a single-parent and/or low-income household, and the largest percentage of clients contact us via
self-referral. Children who participate in our school-based mentoring programs are between the ages of
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United Way of Johnson County
6 and 12. They are often referred by school personnel because they have a social or behavioral need
during their school day. Our 2009 service statistics show that 40% of the children we serve live outside of
Iowa City, where other support services are more limited.
The common denominator for every child we work with is that they have some need for an additional
adult relationship in their lives. Families who participate in BBBS demonstrate a sincere desire to partner
with us in creating opportunities and support for their children. They participate in ongoing relationships
with program staff and volunteers.
5. Please include an unduplicated count of clients you have served for last year and one
projected year. For your projected and proposed number of clients, please provide a
realistic number based on past number of clients served. (Form B)
6. Describe how Agency assesses Client satisfaction and determines successfulness of its
programs and services.
Big Brothers Big Sisters measures the strength and outcomes of our services by monitoring program
statistics such as number of clients served and average match length. We administer the "Strength of
Relationship" survey, a IS-question survey developed and validated by Big Brothers Big Sisters of
America, to measure the quality of the mentoring relationship for both the volunteer and the child.
Research has shown that program outcomes are most positive when mentoring relationships are both
strong in quality and long-lasting.
Other feedback is collected from volunteers and families through periodic surveys and through a closing
report submitted at the end of the mentoring relationship.
While these tools are important for us in quantifying the overall effectiveness of our program, another
essential tool for us is regular contact with all parties of every match-child, volunteer and parent/teacher.
Match participants are paired with a single staff member who communicates with them throughout their
relationship. A trusting relationship with a staff member creates a regular opportunity to share concerns
along with things that are going well.
Financial Management
7. Complete Form C and/or attach Agency's FYl1 budget, year to date.
8. a) In detail, describe the need for funding from the United Way of Johnson County for
Agency.
i) If applicable, describe the need for local government funding.
Funding from United Way of Johnson County is critical to our ability to provide a reliable, consistent
service to the Johnson County community. In order to cover our administrative costs and to continue
providing our core services, we rely on funding from United Way to shield us from less predictable and
shorter term sources of revenue, e.g., grants. With assistance from United Way, we are able to continue
our tradition of providing one-to-one youth mentoring without the service interruptions or decreases in
capacity that might result from depending more heavily on special grant funding.
Local government funding ensures that we are able to reach residents throughout Johnson County's urban
and rural areas with our mentoring programs. Support from local governments has supported an overall
increase in the number of children we serve.
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United Way of Johnson County
CITY OF IOWA CITY
FY12 Community Joint Funding Application
Agency: Compeer Program of Johnson County
Director: Karen J. Fox
Board President: Josephine Bowers
Requestor: Karen J. Fox
Phone: 319-338- 7884 x 245
Email: kfox@meimhc.or~
Mailing Address: 507 E. College St.
Iowa City, IA 52240
Website: www.compeerjohnsoncountyiowa.org
Tax ID No: 42-0989584
Fiscal Year: July 1, 2012-June 30, 2013
Mission Statement:
The mission of the Compeer Program is to reduce loneliness and isolation of adults
receiving mental health treatment by developing structured friendships with
community volunteers.
United Way Community Priority Area: please indicate agency's priority area(s)
Education
Income
~ Health
United
Wa
Johnson
Coun
Iowa City Coralville
Total Request for Community
1m act Fundin FY12
Total Bud et
% of Total Bud et
This submission was considered and approved by (both signatures and date are required):
Signatures:
$32,000
Agency Director
date
Agency Board President
date
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Please attach a written summary addressing the following list and reference your responses to
their relative numerical order. In responding, please endeavor to furnish the necessary
information in a brief but complete manner. If a response is not applicable to the Agency,
provide the explanation of omission.
Agency Information
1. a) List and describe the programs and/or services provided to Johnson County residents
by the Agency.
The Compeer Program of Johnson County matches clients receiving mental health
treatment, referred to us by their mental health professional, with community
volunteers in structured friendships.
Compeer is an innovative program that assists adults (18+) receiving mental health
treatment as they work toward recovery and begin to lead productive lives in our
community. Spending at least one hour a week with Compeer volunteers provides
clients a vital link to the community, promotes friendship and increases community
integration for mental health clients who are lonely and isolated because of their
struggle for recovery and inclusion. In addition, quarterly events offered by Compeer
give clients and their volunteer friends opportunities to get together in social situations
that are comfortable and fun. This encourages the development of confidence, self-
esteem, and social skills as well as strengthening the structured friendships provided
through our program. Annual events offered for all participants in the "Compeer
Family" which includes board members, volunteers, clients, and those on the waiting
list are: Spring - Fun and Friendship, a casual morning engaging in entertaining games
and exercises designed help to enhance communication in friendship; Summer pot
luck picnic; Fall trip to the apple orchard; Winter movie night.
The Compeer Program augments the work of mental health professionals by filling the
gap between mental health treatment and social integration. Time spent interacting
with these matched friends brings meaningful and positive interaction with a person
who has been screened and trained to offer support to the client in a one-to-one peer
relationship. Compeer volunteer friends are companions or peers who are there
strictly to offer friendship. These interactions give the added benefit of a role model
for how to act in social situations.
V olunteers find themselves in a rewarding experience. As they extend the hand of
friendship to their Compeer friend, they learn more about the challenges of living with
mental illness and become advocates for mentally ill individuals in our community.
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United Way of Johnson County
CITY OF IOWA CITY
Compeer of Johnson County currently serves 29 matched pairs, 19 clients on the
waiting list, and 28 volunteers in friendship with our clients. We are a growing
organization with the goal to reach every person with mental illness in Johnson
County.
b) List any other agencies, public or private, that provide services similar to Agency.
Compeer is the only agency that matches referred adult mental health patients in
friendships with volunteers from our community. The purpose of these friendships is
to give the client an opportunity to interact on an equal footing with their volunteer.
Therefore activities for the pairs are chosen by them keeping in mind that they are
affordable for both individuals.
No other agency offers this kind of interaction with the sole purpose of being a peer, a
companion, a friend. Research shows that these friendships help clients with
socialization and communication skills, improve self-esteem, comply with their
treatment plan, and become a part of our community. (Passing for "Normal",
Flanagan & Davidson, Yale School of Medicine, Psychiatric Rehabilitation Journal,
2009, V33, No.1, 18-25, and Compeer Friends, McCorkle, Dunn, Wan and Gange; Int
Journal of Social Psychiatry, 8,19-2009)
. Life Skills - offers many kinds of paid assistance, but does not offer friendship
. Mental Health Professionals - offer guidance and therapy, but not friendship
. Visiting Nursing Association - offers paid health care and self care assistance but
does not offer friendship
. These programs and others offer services, instruction, and mentors, but do not
offer friendship outside of the paid professional relationships encountered through
these services.
c) Describe the coordination of efforts between Agency's programs and/or services and
any similar programs and/or services in Johnson County.
Compeer receives referrals from mental health professionals throughout the
community including the University of Iowa Hospitals and Clinics, MEIMHC,
IMP ACT, Adult Psychiatry at the University of Iowa Hospitals and Clinics, and local
private therapists. We collaborate with NAMIJC and the CMHCMEI to increase
awareness of the prevalence of mental illness in Johnson County, the challenges
encountered by people living with it, and the programs offered to assist individuals
who have mental illness.
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2. a) List Agency goals and objectives; include short-term and long-term goals.
Short Term Goals:
. Recruit, screen, and train sufficient volunteers to meet the needs of 35 clients by
2011
. Obtain long-term funding to support our goals
. Collaborate with other agencies for public awareness of mental illness and
decrease of stigmatization in the Johnson County community.
Long Term Goals:
. Meet the needs of 100 clients by matching them in pairs by 2015.
. To develop the Compeer Program of Johnson County as a pilot program for other
counties in Iowa.
In order to meet these goals it is necessary to increase our Program Director's time to at
least 80% FTE and the salary for this position to one that is competitive with the salaries
in Johnson County. We are close to reaching our goal of 35 clients served by January
2011 with 29 currently matched pairs and several people engaged in the training an
screening process to become volunteers.
b) What specific need in the community is Agency addressing? (Describe the. extent of
the problem, and the major factors in the community contributing to the problem.)
. People in Johnson County who are dealing with the challenges of mental illness need
friends to help them become a part of our community, rather than an isolated segment
of it.
The Compeer Program of Johnson County assists adults reCeIVIng treatment for
mental illness as they work toward recovery and begin to lead productive lives in our
community. Compeer also offers quarterly events like picnics, trips to the apple
orchard, a winter movie night, and "Fun and Friendship", gathering all participants in
the program to have a social event together. These events enhance the friendship
experience as well as offer additional valuable social interaction events that our
clients may not otherwise experience.
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United Way of Johnson County
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CITY OF IOWA CITY
. People with mental illness often experience isolation.
Compeer addresses issues of recovery for those with mental illness by providing one-
to-one friendship with volunteers from our community. This gives the referred
clients an opportunity to interact with a friend on a regular basis, decreasing their
sense of isolation and loneliness while increasing their social skills. When newly
referred clients are asked why they have chosen to become a part of the Compeer
Program, the most frequent answer is, "I need a friend, someone to get out and do
things with." Most clients have become isolated and lost contact with friends due to
their mental illness. They are at the point in their recovery when establishing new,
healthy friendship relationships is a vital part of their continued improvement.
. People with mental illness experience stigmatization by society at large.
Through the friendships formed by Compeer, our volunteers naturally become
advocates for those with mental illness. Compeer, in collaboration with NAMIJC and
CMHCMEI also offers programs and outreach to increase public awareness of the
challenges experienced by the mentally ill, thereby decreasing stigma in the
community.
. People with mental illness need role models as they learn to become an active part of
the community.
Compeer volunteers become role models by their presence with their Compeer friend
as they participate in community events, go out together for coffee or other kinds of
entertainment. They model appropriate behaviors such as making and keeping
appointments, communicating when a date has to be broken, setting personal
boundaries, participating in activities, and engaging in the community by attending
events like Friday night music, art and music festivals, etc.
. According to current estimates, based on the 2000 US census updated to 2009
estimates and extrapolating population growth, Johnson County has an estimated
adult population of 130,005 people. According to national mental health statistics,
22.1 % of the population will suffer from mental illness during their lifetime. That
means that over 28,500 adults in Johnson County will experience a mental health
issue in their life.
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3. a) Please attach a Salaries & Benefits chart for entire Agency. (Form A)
b) Describe the staff development budget and plan of Agency.
Our director receives $300 per year for staff development and uses that money to
attend workshops on promoting volunteerism, grant writing, communication, and
outreach. The director also attends the annual National Compeer Conference at a cost
of $1 ,000 to the program.
c) In what capacity are volunteers utilized within Agency?
V olunteers are the lifeblood of the Compeer Program. Each volunteer paired with a
client offers an average of 6.5 hours of their time month spent with their Compeer
Friend. Board members each volunteer approximately 2 hours per month in board
meetings plus large amounts of time making events happen.
. Compeer Volunteer friends 6,240+ hours per year (minimum) (currently 29
volunteers spending an average of 4 hours per month) (Most pairs spend an
average of 6.5 hours together per month)
. Board members: 500 hours per year (minimum)
. Community volunteers who help with events; 100 hours per year (minimum) (This
includes performers; people who help plan, organize and implement quarterly
events; and people who help prepare for our annual fund raiser, "Sound of
Friendship".)
Total volunteer hours: 6,840
Client Information
4. Provide a succinct, specific description of your primary target population(s). Describe
clients as a group in terms of their needs, requirements, and strengths.
. Compeer clients are adults with mental illness referred to us by their mental health
professional when they have discerned that becoming involved in a committed friendship
would be beneficial to their client's recovery progress. Clients range in age from 22 - 67.
Most are Caucasian, with one of Asian descent. We are currently serving 33 women (20
6
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matched and 13 on the wait list) and 14 men (8 matched and 6 on the wait list). Mental
illness affects people from all walks of life, all races, all income levels, all religions, and all
ages.
. According to national mental health statistics, 22.1 % of the population will suffer
from mental illness during their lifetime. That means that over 28,000 adults in
Johnson County will experience a diagnosable mental illness. Compeer assists
individuals in their recovery from this loneliest of all diseases.
5. Please include an unduplicated count of clients you have served for last year and one
projected year. For your projected and proposed number of clients, please provide a
realistic number based on past number of clients served. (Form B)
6. Describe how Agency assesses Client satisfaction and determines successfulness of its
programs and services.
Financial Management
7. Complete Form C and/or attach Agency's FY11 budget, year to date.
8. a) In detail, describe the need for funding from the United Way of Johnson County for
Agency.
i) If applicable, describe the need for local government funding.
The Johnson County Compeer Program was established through a one-time only start up
grant from the Robert Wood Johnson Foundation in 2002. Since that time, the Compeer
Program has been entirely funded through the fundraising efforts (direct mail, annual
event, local grants, and small fund-raisers) of the Compeer Advisory Board and Program
Director. The Director's time has fluctuated between quarter time and half time. The
Program has been sustained, but without a stable funding source. If the Director's time
cannot be increased, the program will not grow as efficiently as is needed, and the needs
of clients struggling with the challenges of mental illness will not be met. Compeer
appreciates the $5,000 grant received from Local Government Funding for FY 2011. It
has enabled us to increase the director's salary to $16.70 per hour. We have not been able
to increase that salary to include more hours (goal 80% FTE at $20 per hour.)
Compeer's current director, a 33-year resident of Iowa City, is weekly working an
additional 8-10 uncompensated hours in her commitment to growing Compeer to meet
the needs of the community. Securing a stable funding source to support a director's
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FY12 Community Joint,Funding Application
.-..
Agency: The Crisis Center of Johnson County
Director: Deeci Reedus
Board l>tesident: Joy Eyman
Requestor: Deeci Reedus
.'
Phone: 319.351.2726
.'
Email: beeci.reedus@ ieerisiseenter .or2
.
Mailing Address: 1121 Gilbert Ct., Iowa City, IA 52240
.
Website: www.icerisiseenter.or2
.
Tax ID No: 42-0955992
.
Fiscal Year: FY 2012, FY 2013
Mission statement: The Crisis Center answers in a nonjudgrhe.ntal and caring way when a
person asks for emotional or material support in Johnson county. The Crisis Center
provides immediate resources or referrals. In addition, the Crisis Center works
coliaborathiely with individuals and organizations to help prevent and prepare for future
needs.
United \V~y Community Priority Area: please indicate agency's priority area(s)
Education
_X__. Income
_X____ Health
Total I
1m ac
Total B
% oft
United Johnson Iowa City Coralville
Way County
lequest for Community $127,000 $83;220 $44,000 $10,000
!.Ftmdih~ FY12
. udget $785,987 $785,987 $785,987 $785,987
.otal Budget 16% 10% 6% 1.3%
This submission was considered and approved by (both signatures and date are required):
Signatures:
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CITY OF IOWA CITY
CORALVILLE
Agency Information
1. a) List and describe the programs and/or services provided to Johnson County residents
by the Agency.
The Crisis Center of Johnson County Services
1) 24-Hour Crisis Line - emotional support, information, referrals by phone; walk-in peer
counseling from 9:00 am - 11 :00 pm at the Crisis Center; suicide prevention,
intervention and postvention; advocacy for a suicidal person
2) Food Bank - weekly supplemental food bags
3) Emere:ency Assistance -limited financial assistance to avoid eviction or loss of utilities
4) Community Proe:rams - support, training, services and speakers for individuals, groups
and businesses
5) Disaster Recovery & Relief - from natural disasters that affect the community
FY2010 Activities & Accomplishments
. July 2009 - Thanksgiving in July food drive garnered 36,500 pounds offood donations
. August 2009 - Anonymous grant of $15,000 received for emergency financial assistance
services
. September 2009 - Received Mead Foundation gift of $15,000 for emergency financial
assistance services
. October 2009 - Received United Way of Johnson County funding for new call
management software purchase
. December 2009 - Project Holiday efforts provided 1,425 low-income families with a
holiday meal
. January 2010 - Received Community Foundation of Johnson County funding for annual
costs of new call management software
. February 2010 - New call management software, iCarol, deployed in Crisis Intervention
Program
. March 2010 - Crisis Center Ambassadors program established
. April 2010 - Annual Crisis Center Volunteer Celebration held
. April 2010 - Board retreat held and more than 70 new policies approved
. May 2010 - Annual Gourmet Breakfast Benefit held
. May 24, 2010 - Board of Directors adopted updated bylaws
. June 2010 - New website launched
. June 25, 2010 - Annual Board of Directors Meeting held
. July 2010 - New software, Civicore, deployed in the Food Bank Program.
. July 20,2010 - Crisis Intervention program received CONTACT USA accreditation
b) List any other agencies, public or private, that provide services similar to Agency.
24-Hour Crisis Line
Although other organizations in Johnson County have 24/7 help lines, they are limited in scope
to the services provided by that particular agency:
. Rape Victim Advocacy Program
. Domestic Violence Intervention Program
. United Action for Youth - Teen Peer Helper Line available during selected hours and an
on-call counselor avialable 24/7.
Food Bank
North Liberty Food and Clothing Pantry operate a food and clothing pantry. Churches in
Coralville operte a food pantry. Other smaller emergency food pantries exist at River
Community Church in Iowa City and at United Methodist Church in Tiffin.
Emere:encv Assistance
HACAP provides limited emergency financial assistance.
c) Describe the coordination of efforts between Agency's programs and/or services and
any similar programs and/or services in Johnson County.
24-Hour Crisis Line
The Crisis Center maintains an extensive resource database to help volunteers provide clients
with referrals to more specialized programs or services locally, or even from state or national
resources. A searchable database of resources can also be accessed on the Crisis Center's
website.
Food Bank
The Crisis Center brought together agencies, churches and other groups of individuals in
Johnson County and formed an advocacy group, the Hunger Project. These food pantries are
discussing issues regarding clients served, food drives, duplication of services, etc. In July 2010,
both the Crisis Center and North Liberty Food and Clothing Pantry joined efforts for the
Thankgiving in July annual food drive.
Emere:encv Assistance
The Emergency Assistance program works with other organizations and programs, such as
HACAP for meeting the needs of clients who need assistance with emergencies.
The Crisis Center also identifies gaps in services when allocating financial resources for
emergency assistance. For instance, we budgeted $1500 annually to the Identification fund to
pay fees for a driver's license or a birth certificate which enables a client to get the necessary
documentation for employment or housing.
2. a) List Agency goals and objectives; include short-term and long-term goals.
The Crisis Center approved an aggressive Five Year Strategic Plan in January 2010. A summary
of the goals are listed along with the Eight Major Initiatives are as follows:
1) The Crisis Center shall be highly visible.
a) Continue publicity activities which will support the goal:
i) People in need know to contact the Crisis Center; we are the first call.
b) Evaluate effectiveness of visibility efforts.
c) Donors know the full scope of the help given through the Crisis Center
i) Produce an annual report
ii) Educate current and new donors about our work at "Coffee at the Crisis Center/J
d) Enhance the appearance and utilization ofthe building (exterior and interior) to improve
identification and accessibility so that visitors to the current building feel welcomed and
oriented, and improve client service delivery and space utilization
e) Hire one additional FTE for communications and development office. The Crisis Center
shall create a climate of financial stability.
2) The Crisis Center shall create a climate of financial stability.
a) Create a process which monitors revenues and expenditures for future planning.
b) Include board oversight in the audit process
c) Review and/or improve internal controls aimed to reduce the risk of fraud and
embezzlement.
d) Develop plans to continue business in emergencies.
e) Establish program outcome measures
3) The Board shall assume a clear role in setting policy and building connections between the
Crisis Center and its constituents.
a) Manage the policy development and review process.
b) Establish board orientation and training
c) Incorporate the monitoring of the strategic plan into board oversight.
d) Develop a succession plan for the Executive Director.
e) Directors have the information they need to speak on behalf of the Crisis Center and to
make informed governance decisions for the organization
4) The Crisis Center shall run a reputable and highly visible suicide and crisis intervention
program.
a) The Crisis Center will continue its work in coordinating a county-wide suicide prevention
coalition.
b) Seek membership with the National Suicide Prevention Lifeline Network and
subsequently review call policy and procedures for standardization of requirements.
c) Continue to find ways to support survivors of suicide.
d) Organize an annual suicide survivor's conference in conjunctions with National Suicide
Survivor's Day.
e) Hire part-time suicide survivor program coordinator.
f) Volunteers will provide Question Persuade Refer (QPR) Suicide Prevention seminars to
the JC community.
g) Volunteers will provide QPR seminars to the University community.
h) Develop outcome measures for suicide survivor services.
i) Train 10 volunteers and suicide survivors in ClSM (Critical Incident Stress Management)
5) Staff, both paid and volunteer, on the Crisis Line shall be engaged, motivated, and stay with
the program.
a) Create a Volunteer Development Program.
b) Develop systems and processes which respond to the emotional needs of volunteers
who answer crisis telephone calls.
c) Develop an annual plan for Staff training and development
d) Ensure volunteers feel accomplished by increasing call volume. Explore new technology
methods for communicating with clients such as Instant Messaging and Chats for callers
on the Crisis Line.
e) Establish methods to monitor missed calls on Crisis Line.
f) Implement caller ID on Crisis Line
g) Research best-practices for volunteer retention and recognition
6) The Crisis Center shall facilitate a county-wide network of accessible and community
responsive food pantries.
a) Explore the feasibility of establishing collaborative or independent pantries.
b) Explore and/or develop accordingly satellite sites for food distribution and/or delivery
sites.
c) Convert food distribution to "shopping style" - or client choice distribution.
d) Research best-practices in food pantry management and collaboration
e) Review and/or revise client survey for feedback and develop a system for regular
surveying.
f) Evaluate volunteer management in the Food Bank and revise training and management
accordingly.
7) The Crisis Center shall have a comprehensive emergency assistance program.
a) Continue to work on collecting client data and feedback in order to forecast when and in
what areas clients need financial assistance; and then to begin to work on developing
the financial sources to meet those needs.
b) Work with other organizations who can provide case management assistance to our
clients who are caught in perpetual financial crisis.
c) Gather client feedback.
8) The Crisis Center shall provide stability in the wake of community-wide disaster.
a) Finalize the policies for the Disaster Program.
b) Create procedures for the Disaster Program.
c) Continue to work with the JC CGAD
b) What specific need in the community is Agency addressing? (Describe the extent of
the problem, and the major factors in the community contributing to the problem.)
The Crisis Center serves as a safety net for those people in our community with no place to
turn. We are often their first contact and entry-point to the network of social services. We
assist individuals in emotional, physical or material crisis (sometime all three) who have self-
identified as in need and self-selected for Crisis Center services. Each of our interventions is
designed to provide immediate, short-term stabilization until the situation eases or additional,
long-term solutions can be implemented. Our staff and volunteers are passionate about
treating individuals in crisis as valuable human beings.
The 24-Hour Crisis Line and our walk-in counseling service provide emotional interventions to
clients. Through non-judgmental, active listening, our intensively trained volunteers help clients
identify their problems and come to their own solutions. This program specializes in suicide
prevention, intervention and post-vention services.
According to the United Way's Johnson County Needs Assessment 2010, Iowa's suicide deaths
are higher than the national average. Suicide is the 9th leading cause of death in Johnson
County and the 2nd leading non-disease related cause behind unintentional injuries. Many
factors lead an individual to suicidal thoughts. According to the American Foundation of Suicide
Prevention, in an estimated 90% of all deaths by suicide, the person had a diagnosable mental
illness and many may not have been diagnosed at the time of death. The three mental illnesses
most closely related to suicide are depression, schizophrenia and bi-polar disease.
The Food Bank program provides weekly supplemental food bags to those facing food
insecurity in Johnson County. This intervention is necessary due to a number of contributing
factors cited in the United Way's Johnson County Needs Assessment 2010, including the
county's wage gap; poverty rates among families and in particular, among children and seniors;
and homelessness.
The Emere:ency Assistance program assists families who face eviction or loss of utilities.
Housing affordability is a critical issue, according to the United Way's Johnson County Needs
Assessment 2010, and preventing homelessness is a key goal in Iowa City's 2011-2015 CITY
STEPS Plan.
Our Community Proe:rams include suicide survivors support, suicide prevention training, critical
incidence stress management and educational presentations. Each of these interventions is
designed to prevent a crisis from further debilitating Johnson County residents and the
communities in which they live.
Through our participation in the Johnson County Community Organization Active in Disaster
(COAD), the Crisis Center is prepared to provide Disaster Recoyery & Relief services including
critical case management to the survivors of a natural disaster in Johnson County.
3. a) Please attach a Salaries & Benefits chart for entire Agency. (Form A)
b) Describe the staff development budget and plan of Agency.
It is the policy of the Board of Directors that appropriate development and training
opportunities are extended to staff which will enhance their ability and/or provide the
resources necessary to perform the functions of their job. An individual staff development plan
is developed at the time of performance evaluations.
Volunteers have opportunities to provide input for staff regarding training needs. All
volunteers are required to attend two in-service trainings annually.
c) In what capacity are volunteers utilized within Agency?
The Crisis Center depends on more than 200 volunteers to provide direct services to clients
each week. After completing 50 hours of training for the Crisis Intervention program or 6+
hours of training for the Food Bank, volunteers commit to a weekly 3-hour shift. Volunteers
contribute more than 20,000 hours of time annually. Without these dedicated individuals, the
Crisis Center's staffing budget would more than double.
Volunteers are used in our regular programs, in administrative functions, special events and
community outreach.
Client Information
4. Provide a succinct, specific description of your primary target population(s). Describe
clients as a group in terms of their needs, requirements, and strengths.
Crisis Intervention
Primary Target Population: Individuals in crisis, the primary population are residents of
Johnson County.
Needs: Clients self-determine when they are in crisis and when they feel the need to access
assistance. Clients require a wide variety of assistance ranging from peer counseling and
problem solving, financial assistance and information and referrals.
Strengths: The clients' strength is that they recognize the need for assistance and call the CI
program for help and/or referrals.
Food Bank
Primary Target Population: Johnson County residents who self-identify they need food or
financial assistance. The population primarily consists of people living in poverty, although
clients also seek services after a sudden crisis event such as the community flood disaster, the
loss or reduction in employment, or a crisis such as a house or apartment fire or medical crises.
Needs: Many of our clients are not able to live without assistance of social services. Many of
our clients are disabled or elderly and living on a fixed income. Clients who are working do so
at minimum wage paying jobs
Strengths: Clients are hopeful and resourceful people. Many clients are working to find or
maintain employment and access a variety of services in order to meet the needs of their
families.
Disaster Recoverv Pro2ram
Primary Target Population: Johnson County residents recovering from a disaster.
Needs: Clients seek assistance because the financial and/or emotional damage from the
disaster has limited their ability to recover with their own resources and coping mechanisms.
Many victims do not qualify for various recovery programs and are left with unmet needs.
Strengths: People recovering from disaster show incredible resiliency. Many people want to
do things on their own, and come to the Crisis Center as a last resort. Our experience indicates
that people in recovery need a caring person who will help empower them with knowledge and
empathy in order for the client to find the strength to achieve recovery.
Suicide Survivors
Target Population: Friends and loved ones bereaved by a loss to suicide.
Needs: Survivors need a safe place to share their intense feelings of guilt, anger and shame
with other survivors who have felt similar emotions. They need access to information, helpful
books, websites, brochures on suicide and surviving suicide. They need to know what
experiences are normal reactions to grief following suicide, and when they may need to seek
professional help. They need to see other survivors that have lived through a similar ordeal.
And sometime through the process of recovery, they need to have a venue to give back to the
community in memory of their loved one.
Strengths: Suicide survivors are very strong, having lived through an unimaginable tragedy and
still are able to move forward. Their grief tends to turn toward a desire to help others which in
turn, further assists them with their personal healing process.
5. Please include an unduplicated count of clients you have served for last year and one
projected year. For your projected and proposed number of clients, please provide a
realistic number based on past number of clients served. (Form B)
6. Describe how Agency assesses Client satisfaction and determines successfulness of its
programs and services.
Crisis Intervention
The CI survey evaluates volunteer performance, client satisfaction and success of referrals.
Preliminary results have been promising and have allowed us to determine if the peer
counseling has been useful and if clients have utilized referrals.
Food Bank and Emenzencv Assistance
The Food Bank currently administers an annual survey to assess a variety of factors, including
the overall quality experience at the Food Bank. Through the Strategic Plan, a continual form of
survey and client satisfaction will be developed.
Disaster Recovery Proeram
The Crisis Center worked closely with the Long Term Recovery Committee when assisting
people affected by the Flood of 2008. The committee developed a system to determine the
level of recovery; two levels of recovery were established. During the time in which the
program was operating, recovery progress was reported to the committee.
A survey tool has been established and the Crisis Center is currently collecting the information
to determine the level of client satisfaction and successfulness of the program.
Suicide Survivors
An outcome survey is administered two times during a fiscal year.
Financial Management
7. Complete Form C and/or attach Agency's FYll budget, year to date.
8. a) In detail, describe the need for funding from the United Way of Johnson County for
Agency.
i) If applicable, describe the need for local government funding.
Based on the Crisis Center's FY12 budget, this funding request accounts for 33.3% of income.
The United Way's support is 16%, Johnson County's is 10%, City of Iowa City's is 6% and City of
Coralville's is 1.3%. This funding primarily supports our operations - staff salaries, benefits,
building utilities and other infrastructure.
b) If the United Way of Johnson County funding is not available and this funding request
is not approved, describe the impact of that decision on Agency and the
programs/services these funds would have supported.
i) If applicable, describe impact if local government funding is unavailable.
Without the United Way or local government funding, the Crisis Center would either severely
reduce services to the community or be forced to close one or more programs entirely.
c.) How will United Way of Johnson County funding help leverage other revenue for
Agency?
i) If applicable, how will funding from local government help leverage other revenue?
United Way and local government funding ensures that Crisis Center's operational costs for our
interventions are covered. This plays in important role in our solicitation of support from
individuals, private foundations and granting organizations who prefer their support to be used
for direct client support.
d.) How will United Way of Johnson County funding for Agency improve community
conditions?
i) If applicable, how will funding from local government improve community
conditions?
United Way and local government funding is an investment in the prevention of
unemployment, short- and long-term disability, crime, and homelessness in our county. The
Crisis Center plays a key role in stabilizing residents of Johnson County to prevent, shorten or
end dependence on social service programs and governmental assistance.
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United Way of Johnson County
FY12 Community Joint Funding Application
Agency: Domestic Violence Intervention Program
Director: Kristie Fortmann-Doser
Board President: Co-Chairs: Kelly Gallagher Terrill, Renee Speh
Requestor: Kristie Fortmann-Doser
Phone: 319-351-1042 ext. 112
Email: Kristie@dvipiowa.ore:
Mailing Address: P.O. Box 3170
Iowa City, Iowa 52244
Website: www.dvipiowa.org
Tax ID No: 42-1124902
Fiscal Year: July1, 2011 - June 30, 2012
Mission Statement:
The Mission of the Domestic Violence Intervention Program is to provide
comprehensive support and advocacy services to victim/survivors, focusing on
immediate and long-term safety, empowerment, dignity, and hope. In collaboration
with the community, we strive to end domestic abuse through education,
accountability, and social iustice.
United Way Community Priority Area: please indicate agency's priority area(s)
Education
Income
.....!- Health (Protecting and Meeting Basic & Emergency Needs)
United
Wa
63,700.00
Johnson
Coun
65,750.00
Iowa City Coralville
53,850.00 4150.00
1,020,000.00
6%
1,020,000.00 1,020,000.00
6% 5%
1,020,000.00
Less than 1 %
This submission was considered and approved by (both signatures and date are required):
Signatures:
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Agency Information
1. a) List and describe the programs and/or services provided to Johnson County
residents by the 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 to adults and children:
The DVlP 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 hoursl7 days a week. In addition, DVIP has access to the Language Line. The Language Line
is a contracted phone service that provides interpreters for 170 languages which can be accessed within
minutes, 24 hours a day. This service is critical as Johnson County supports a very diverse population. In
the past 8 year DVIP has served clients from 83 countries.
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 39
days, with 35-40 women and children staying in our shelter daily. 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 and shelter living issues. Residents
gather information from staff, support from each other and referrals related to life issues, such as financial
resources, housing and employment.
Criminal Justice Advocacy includes both crisis and on-going support in working with the criminal
justice system. DVIP advocates are members of the Domestic Abuse Response Team (DART) which
works in collaboration with the Iowa City Police Department and Johnson County Attorney's office, to
improve prosecution of domestic abuse assault. Some additional arenas that staff and volunteers assist
victims include:
. Obtaining emergency Pro Se Protective Orders.
. Victims involved with criminal proceedings (typically cases where their partner is the
defendant).
. Civil proceedings such as divorce or custody cases.
. 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.
Economic & General Advocacy includes advocating for victims accessing financial assistance
resources, housing assistance and employment. DVIP provides Personal Economic Planning (PEP), a
service for long-range financial planning, job preparation and resume development. This service, along
with the Life Issues groups, focuses heavily on securing independence and preventing future violence.
General Advocacy involves working with diverse fields, including healthcare professionals, faith-based
communities, schools, employers and a wide range of groups, on behalf of individual victims and/or
domestic abuse victims as a larger group.
Peer Counseling Support is minimally available to adult and youth victims of domestic violence. Staff
and volunteers utilize Brief Solution Based and Peer Counseling methods.
Support Groups have become a critical aspect ofDVIP services, because we are no longer able to offer
one-to-one support as we have in the past, due to funding reductions over the last seven years. We have
two types of support group - Support and Life Issues. In addition, we provide support group in two
languages (English and Spanish). Support groups foster empowerment and provide an opportunity for
victims to come together to discuss the impact of domestic violence and healing. Life Issues groups focus
on barriers victims face individually, or in the community, in reaching their personal goals. Life Issues
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groups include the following topics:
. Boundaries and Healthy Relationships
. Safety Planning
. Housing
. Employment
. Education
. Finances and Economic Self-Sufficiency
. Identifying Personal Strengths
Transitional Housing: The Domestic Violence Intervention Program Transitional Housing Services
provides victim-centered services and short-term housing assistance, including rental or utilities payments
assistance and assistance with related expenses such as payment of security deposits and other costs
incidental to relocation to transitional housing. DVIP provides support services designed to enable
individuals who are fleeing domestic violence, dating violence, sexual assault, or stalking to locate and
secure permanent housing. This is a new program at DVIP, having just been funded in October 2009. In
addition, this grant leveraged local funds through the Iowa City Housing Authority to support an
additional four families. Families will use transitional housing apartments for a minimum of 6 months, or
as long as 18 months. Case management, personal economic planning and employment tmining will be
provided.
Youth Services are included in all of the previously listed services. The following are highlights services
specific to youth affected by domestic violence:
. Parental Advocacy offers alternative suggestions and support for families responding to difficult
battering genemted issues and their impact on youth family members. Parenting advocacy goes
hand in hand with daily life in a communal living situation, such as shelter. Our information on
parenting is welcomed by many of our clients, but it is our support of the client's decision on their
own parenting, coupled with the community that is built by the mothers within the facility, that are
the agency's strongest assets.
. Support group provides education and emotional support to youth in areas of concern such as
feelings, self-esteem, and responsibility for violence, anger and conflict management as well as
violence within families. Group uses art, music and movement exercises to explore self -expression
as well as personal accountability and responsibility.
. Collaborating with area schools to help youth stay connected to their school of origin, even while
staying in shelter.
. Bully Proof (violence prevention) Curriculum includes class discussions, role plays, case studies,
writing exercises, reading assignments, art activities, and independent observation projects. The
lessons are designed to give youth a way to work through the gmy areas of joking around, teasing
and bullying, as well as help identify ways in which to help those who are being bullied, figure out
their role as a bystander and contribute to a "bully-proof' environment. This curriculum is
implemented both in support group and the Iowa City Community School District litemcy 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 intemction with peers.
. Family Fun Night is a weekly activity planned by shelter families and staff to foster positive
intemction between women and children with staff support in an informal setting, reinforcing
respect for both the adult and child experience in crisis, the power of the healing process and the
need for fun which can be achieved through inexpensive and creative ideas.
Education Services provide for the following:
. Volunteer and StaffTmining
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. Community Speaking Engagements, last year DVIP spoke to 167 groups, including 3066
individuals.
. Education Materials - for clients and community
. Annual Report
. Media - article series, letters to the editor, press releases and announcements
. Professional Training and Consultation
. Brochures, Handouts and Posters
b) List any other agencies, public or private, that provide services similar to Agency.
DVIP offers unduplicated services for adult victims of domestic violence and their children in the Johnson County
area.
c) Describe the coordination of efforts between Agency's programs and/or services and
any similar programs and/or services in Johnson County.
This is not applicable as DVIP's services are unduplicated.
2. a) List Agency goals and objectives; include short-term and long-term goals.
Short Term Goals:
Goall: DVIP will review the Mission and Vision of the organization.
Objectives:
The Board and Staff will jointly review and update the mission statement of the organization as needed.
I. Task Completion: DVIP Staff and Board of Directors.
2. Deadline: December 2009 (this goal was modified based on needs of the agency).
3. Measurement: Updated Mission Statement will be highlighted in the Annual Report and provided to
funders for feedback.
Report:
This item is complete, DVIP's new mission statement is:
The Mission of the Domestic Violence Intervention Program is to provide comprehensive support and advocacy
services to victim/survivors, focusing on immediate and long-term safety, empowerment, dignity, and hope. In
collaboration with the community, we strive to end domestic abuse through education, accountability, and social
justice.
Objectives:
The Board and Staff will jointly a vision statement of the organization as needed.
1. Task Completion: DVIP Staff and Board of Directors.
2. Deadline: December 2010
3. Measurement: Vision Statement will be highlighted in the Annual Report and provided to funders for
feedback.
Goal 2: DVIP will evaluate current outcome measurement and statistical structures.
Objectives:
. The ED will evaluate and recommend changes to current statistical and outcome measurement management
1. Task Completion: Executive Director.
2. Deadline: September 20 I O.
3. Measurement: Report to Board of Directors.
Goal 3: The DVIP Board of Directors will improve fundraising.
Objectives:
. The DVIP Board of Directors will complete development and fundraising training.
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The DVIP Board of Directors will, in collaboration with the Executive Director, update the DVIP
Fundraising Plan.
The DVIP Board of Directors will increase their fundraising efforts by 15%.
1. Task Completion: Executive Director, Board of Directors.
2. Deadline: June 2010
3. Measurement: Increase of Board of Directors fundraising by 15%.
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Goal 4: DVIP will implement strategies and recommendations of the Iowa Accountability Audit. DVIP has been a
partner organization of the Iowa Accountability Audit that evaluates gaps in services to African American women
battered by an intimate partner.
. DVIP will conduct staff development and training with regards to cultural competency and dismantling
racism.
. DVIP will develop a strategic plan to engage criminal justice leadership to dismantle racism, with a specific
focus on how racism impacts victims of domestic violence.
1. Task Completion: Executive Director, DVIP Staff
2. Deadline: June 2010
3. Measurement: Focus groups with community partners and agency clients.
LoOI! Term Goals:
Goal 1: DVIP will diversify its funding sources.
Objectives:
Grants currently make up 83% of DVIP's budget, while direct fundraising comprises 17%. It is DVIP's objective
over the next five years to increase direct fundraising to 27% of its budget.
1. Task Completion: DVIP Staff and Board of Directors.
2. Deadline: June 2015
3. Measurement: Annual Report, Audit
Goal 2: DVIP will develop additional funding sources to maintain and increase transitional housing services.
Objectives:
DVIP will conduct research for additional funding sources for transitional housing.
1. Task Completion: Executive Director.
2. Deadline: June 2011.
3. Measurement: Report to Board of Directors.
Objectives:
DVIP will conduct research regarding property acquisition.
1. Task Completion: Executive Director.
2. Deadline: June 2012.
3. Measurement: Report to Board of Directors.
Objectives:
DVIP will develop and implement a Transitional Housing Continuation Plan.
1. Task Completion: Executive Director and Board of Directors.
2. Deadline: June 2015.
3. Measurement: Report to Board of Directors.
b} What specific need in the community is Agency addressing? (Describe the extent ofthe
problem, and the major factors in the community contributing to the problem.)
Domestic abuse is a devastating crime, one where the perpetrator of violence has intimate knowledge of
and complete access to their victim. DVIP serves women and men victims of domestic abuse, their
children and loved ones. Domestic abuse occurs within the confines of an intimate relationship and
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includes the following behaviors: physical violence, isolation, emotional abuse, psychological torture and
sexual violence. Children, whether they directly witness violence or not, are profoundly affected by the
battering of their parent. The impact of domestic violence is devastating; victims experience Post-
Traumatic Stress Disorder, emotional trauma, poverty and the loss of important relationships in their
lives. In September 2009 Iowa participated in the 2009 National Census of Domestic Violence Services.
On that date 924 individuals were served by 26 Iowa domestic violence programs.l DVIP is the fourth
largest program in the state oflowa.
Our total service area includes four counties-Johnson, Washington, Iowa, and Cedar. All services are
provided out of our Johnson County shelter location, with 56% of our clients originating from Johnson
County. Last year DVIP served 1793 women, men and children. Domestic violence is a lethal crime;
batterers on average stalk their partners for 21 months after the victim has left to create a new life for
themselves and their family? Of the 1973 served, 335 sought refuge in our safe shelter.
Perhaps the most significant factors affecting victims is availability of safe housing resources, economic
hardship, and physical and emotional healthcare issues as they relate to victimization. Domestic violence
affects every aspect of a victim's life from employment, faith, their children's education, mental and
physical health, familial relationships and general well-being.
Several new studies shed light on the specific issue of heath and the effects of domestic violence.
Children of mothers experiencing violence are twice as likely to end up in emergency rooms as other
children, and physical abuse during pregnancy can increase the chances of preterm delivery. In
comparison with non-abused women, health costs are 36 percent higher for women who suffered both
physical and sexual abuse.
Children whose mothers experience severe abuse from an intimate partner are more than twice as likely
as other children to end up in the emergency room. This increased risk may continue for three years after
the mothers' abuse has ended.
"It appears that even when the abuse ends, children's health and health care use may continue to be
affected," the study's lead investigator, Dr. Megan H. Bair-Merritt of the Johns Hopkins School of
Medicine, told Reuters Health. "That has implications for how we think about designing screening and
interventions for abused women and their children."
"Health Care Use of Children Whose Female Caregivers Have Intimate Partner Violence Histories"
looks at data from the National Survey of Child and Adolescent Well-Being on more than 2,500 children
whose families were reported to Child Protective Services in 1999 and 2000. The mothers were asked if
they had been abused at the study's outset, and researchers followed up after 18 and 36 months.
"What's remarkable is that women with an average age in their late 40s still suffer consequences from
abuse that occurred decades ago," the study's leader, Amy Bonomi, an Associate Professor of Human
Development and Family Science at Ohio State University, told Science Daily. "This study provides the
strongest evidence to date about the impact of abuse well into adulthood:.3
1 2009 Domestic Violence Counts: A 24-Hour Census of Domestic Violence Shelters and Services; National Network to
End Domestic Violence, 2009
2 Center for Policy Research, Stalking in America, July 1997.
3 Healtb Care Use of Cbildren Wbose Female Caregivers Have Intimate Partner Violence Histories
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CITY OF IOWA CITY
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United Way af Iohnson County
Prevention and crisis intervention services for youth and adult victims of domestic violence are critical
and requires a community wide effort, as the Iowa Attorney General's office estimates as many as
44,000 Iowans suffer abuse in their homes each year at the hands of an intimate partner.
3. a) Please attach a Salaries & Benefits chart for entire Agency. (Form A) See Attached
b) Describe the staff development budget and plan of Agency.
DVIP has budgeted $3000 for staff development. $2000 is budgeted for two working retreats. The working
retreats are opportunities for specific skill development or review, and the evaluation of current programming. In
addition, $1600 has been set aside for Board development, including strategic planning with DVIP staff and
fundraising training. The DVIP Board of Directors recently completed board development training with Regenia
Bailey.
c) In what capacity are volunteers utilized within Agency?
Volunteers are a critical resource for victims of domestic violence and participate at every level of our program.
Last year 149 volunteers provided 3226 hours of support. In addition to our Board of Directors, volunteers
provide all of the services listed in question 1. As is true with staff, volunteers that provide direct service support
to victims of domestic abuse are required by law to become a Certified Domestic Abuse Advocates (CDAA).
Student interns are an important part of our volunteer pool and on average provide 2 FTE staffing hours each
semester. In addition to direct service support, we have volunteers that provide indirect service support such as
cleaning, building maintenance, computer work and general play activities with youth.
Client Information
4. Provide a succinct, specific description of your primary target population(s). Describe
clients as a group in terms of their needs, requirements, and strengths.
Target Population
DVIP serves women and men who are victims of domestic abuse, their children and loved ones. Johnson County
residents receive support, advocacy, shelter and education. During FYI 0, 1016 of 1793 clients served were from
the Johnson County area. An additional 369 individuals were served from our extended service catchments area,
including Cedar, Iowa, and Washington Counties. Finally, 408 individuals from outside our service area received
support services, including other Iowa residents and out of state residents. Local municipal funders (Cities of
Iowa City and Coralville, and Johnson County) make up approximately 18% ofDVIP's income. As stated earlier
56% ofDVIP's clients reside in Johnson County; this means that 100% oflocal municipal funds support Johnson
County residents seeking domestic violence services. Additional funds required to support Johnson County clients
comes from local donors and state or federal grants. Safety for some victims can be an arduous journey. It is
common for batterers to track their victims to the shelters where they have sought safety - forcing victims and
children to move to yet another community. DVIP works closely with shelters across the state, and surrounding
states to resolve these complex safety issues, whether it is a Johnson County victim needing safe shelter in another
area or a victim from outside our service area seeking safety at our shelter. In the latter circumstances, we rely
exclusively on referrals from the shelter services victims are currently using.
Many of the images that come to mind when picturing a victim of domestic violence are based on social myths and
assumptions. Violence of any kind is devastating, but add to that the impact of violence committed by someone
you love and trust-certainly the outcome is traumatic and complicated. It surprises many to learn that victims do
not come to DVIP wanting to end their relationship, they come because they are hurt, confused and they want their
Me~an H. Barr-Merritt. MD. MSCE: Chris Feudtner. MD. PhD. MPH: A. Russell Locatio. PhD: Jamie A. Feinstein.
MD: David Rubin. MD. MSCE: William C. Holmes. MD. MSCE
Arch Pediatr Ado/esc Med 2008;162(2):134-139.
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Unlted Way'" lohnson County
. Z;-OF IOWA CITY CORALVILLE
partner to stop abusing them. The confusion and difficulty comes in the hopes and dreams they set forth in
committing to an intimate partner, while learning over time that their partner may not stop using controlling and
violent behavior. Victims are stronger than most give them credit, and certainly resourceful in maintaining as
much safety as they can in their homes. Compassionate, non-judgmental support is critical. Ultimately resources
and needs are based on the actions ofthe batterer. Does this victim need shelter in order to be safe? Do they need
access to the criminal justice system for protection? Does their life depend on who knows what is happening in
their home? Leaving is the most dangerous move a victim makes; women are 72 times more likely to be killed in
the two weeks after leaving their partner than at any point during the relationship.4 The needs and requirements of
victims are dependent on their goals and could include any of the following:
. Crisis intervention and Emotional Support
. Housing Assistance
. Criminal Justice Advocacy
. Healthcare Assistance
. Employment Assistance
. Support for their Children
. Access to Mental Health or Substance Abuse Services
. Support from Peers that are Domestic Abuse Survivors
5. Please include an unduplicated count of clients you have served for last year and one
projected year. For your projected and proposed number of clients, please provide a
realistic number based on past number of clients served. (Form B)
See form B attached to this document. DVIP has seen increases in requests for services; we have also seen
increases in the time it takes for victims to get the resources they need. The average length of stay for
individuals in our shelter increased 5 days this past year (for a total of9 days over the past three years). This
increase can be correlated to natural disasters in our area and the economy-victims' are struggling to find
critical resources. In addition, the domestic violence shelter in Cedar Rapids closed on September 1,2009.
During FYIO, we served 79 women and children in our shelter from the Linn County Service area. In addition,
our turn away numbers have increased 35%. This increase is due to increased requests for shelter and our
economic environment.
6. Describe how Agency assesses Client satisfaction and determines successfulness of its
programs and services.
Client Satisfaction
Understanding client's experiences of our services is necessary to determine the strength of our programs and
future growth. DVIP clients are invited to give feedback in three ways:
. Satisfaction Surveys
. Client Focus Groups
. Direct feedback to staff or directors
Over the past several years client feedback has supported the following program improvements:
. Increased support groups, targeting specific groups based on language and cultural identity.
. Increased support and interaction with the Department of Human Services.
. Increased transportation resources.
. Increased staff knowledge of cultural and social circumstances and their unique impact on victims of
domestic violence.
Financial Management
7. Complete Form C and/or attach Agency's FYll budget, year to date.
4 Bureau of Justice Statistics Crime Data Brief, Intimate Partner Violence. 1993-2001, February 2003
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CITY OF IOWA CITY
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CORALVILLE
United Way of Johnson County
FY12 Community Joint Funding Application
Agency: Elder Services, Inc.
Director: Mary Wiemann
Board President: Brian Kaskie
Requestor: Mary Wiemann
Phone: 319-338-0515
Email: mwiemanncmelderservicesinc.com
Mailing Address: 1556 S. First A venue, Suite A
Iowa City, IA 52240
Website: www.elderservicesinc.com
Tax ID No: 42-1146533
Fiscal Year: July 1 through June 30
Mission Statement: Elder Services, Inc. provides programs, services, and resources
to assist persons age 60 and over in Johnson county and east central Iowa to stay
active, independent, and safe in their own homes.
United Way Community Priority Area: please indicate agency's priority area(s)
Education
Income
lL Health
United Johnson Iowa City Coralville
Way County
Total Request for Community 45,356 35,971 55,620 2,000
Impact Fundin~ FY12
Total Budget 1,408,418
% of Total Budget 3.22% 2.55% 3.95% .14%
This submission was considered and approved by (both signatures and date are required):
Signatures:
Elder Services, Inc.
Ae:encv Information
I. a) Elder Services, Inc. has evolved into a comprehensive resource for seniors and their family
caregivers in Johnson County. We are the entry point into a system of care for seniors which
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 older adults in their own homes. Elder
Services, Inc. serves as a centralized, one-stop information, referral, and assistance center for the
following services: Geriatric Care: Case Management is the local and regional implementation of
the state's Frail Elderly program, designed to help frail at-risk seniors with limited financial
resources to stay independent in their homes and avoid premature institutionalization. Elder Abuse
Initiative is designed to assist seniors who may be vulnerable to abuse, financial exploitation, self-
neglect, or denial of care by their caregiver. Premier Care: Private-pay care management is
designed to assist with decision-making and the coordination and oversight of long-term in-home
care for seniors whose resources exceed the federal guidelines for Case Management for the Frail
Elderly. Elder Answers: The Elder Answers program assists seniors and their caregivers through
information, referral, and short-term assistance. Formerly known as the Aging & Disability
Resource Center, this program can help find answers to questions ranging from Medicare to coping
with aging parents or aging-in-place. Retired and Senior Volunteer Program (RSVP): Locally
sponsored by Elder Services, RSVP is a nationwide volunteer program of the Corporation for
National and Community Service that recruits and links persons 55 and over with volunteer
opportunities that meet critical community needs. Nutrition: Meals on Wheels delivers hot mid-
day meals in Iowa City, Coralville, North Liberty and Solon. Senior Dining is a congregate meal
service that provides hot, nutritious noon meals at several local sites. Rural Meals provides
biweekly home delivery of frozen meals to seniors in Johnson, Cedar, Iowa and Washington
counties. Chore: Light housekeeping, meal preparation, lawn care, yard work, snow shoveling,
basic home repairs, accessibility modifications, and seasonal chores.
b) In our major program areas we are often the only provider for low-income, and almost as often
the only provider regardless of income. In Senior Dining and Meals on Wheels, we are the only
provider of daily hot meals for seniors. In Geriatric Care Program: Case Management Services for
the Frail Elderly we are the only provider for low-income, as is true of Elder Abuse Case
Management. One entity, Home Safe, provides private pay case management services. In Home
Assistance & Modification Program, we are the only year-round institutionalized program available
on a sliding fee scale. For-profit providers of these services exist including Home Instead, Comfort
Keepers, and Caring Hands and More. The Aging & Disability Resource Center is unique in this area
and was one of only 43 pilot sites funded through the Administration on Aging. In the Retired &
Senior Volunteer Program, The Senior Center provides volunteer opportunities for people to assist at
the Senior Center. The United Way Volunteer Center provides volunteer opportunities for people of
all ages.
c) The case management program works closely with other service providers in Johnson County to
ensure that the consumer receives all necessary services. Elder Services makes many referrals to
nursing agencies to provide hands-on type care. The RSVP Program works very closely with United
Way, the Senior Center, the University of Iowa, and others to coordinate volunteer opportunities.
2. a) The goals from the Board approved Strategic Plan are:
Goal I: Ensure accountability and transparency in governance policies and procedures.
Objectives: Define our mission, vision, and values to meet real needs; protect the public interest by
Board selection; Hire and regularly evaluate the Executive Director. Develop effective Board
procedures, fulfill legal requirements of incorporation and the By-laws, maintain the integrity of the
organization, and avoid conflict of interest.
Elder Services, Inc.
Goal 2: Assure organizational viability by obtaining adequate funding sources and plan for new
resources.
Obiectives: Monitor financial operations through having appropriate budgetary, investment, audit,
and accounting procedures. Provide financial monitoring and oversight including money
management, record keeping, licensing, and reporting the costs of doing business.
Goal 3: Satisfy the needs and expectations of our customers and constituent communities in
fulfilling the vision.
Obiectives: Develop and set priorities; assure approval of policies and major commitments; ensure
ongoing evaluation of organizational performance; and share information and resources throughout
the state as appropriate.
Goal 4: Provide ongoing evaluation and assessment ofthe organization and its operations.
Objectives: Develop and utilize satisfaction surveys, expected outcomes, and other instruments to
measure whether we are serving consumers and moving the agency forward. Develop a strategic
scorecard to review staff, board members, board committees, and program areas.
Short and long term goals include increasing revenue through more fundraising, grant writing, and
increasing billing to private pay and Medicaid sources. They include not only increasing the number
of consumers served but also increasing the outcomes expected from the service, exploring more
partnerships with other agencies, consortiums, etc. that can benefit older adults and persons with
disabilities, and developing plans to serve not only the increasing number of frail older adults over
the age of 85 but also the large number of baby boomers.
b) Elder Services, Inc. is addressing the need in our community for United Way priority areas of
both self-sufficiency and health assistance for those age 60 and over. Elder Services, Inc. is the only
local resource providing a wide array of programs, services, and resources to assist them and their
caregivers in remaining safe and independent in their own homes. This is an essential agency as Iowa
is one of the top II states with a significant elderly population that continues to increase as life
expectancy is extended and younger populations relocate. Within 15 years, one in four Iowans will
be age 65 and over.
Assisting persons age 60 and over to age-in-place not only provides seniors with a preferred quality
oflife but contributes to maintaining their homes as part of the community's affordable housing
inventory, promotes intergenerational neighborhoods and neighborhood involvement, strengthens
infrastructure and services such as transportation and social service systems, extends their interest
and commitment to their community through volunteerism, provides significant revenue to the
community in terms of pensions and benefits such as Social Security and Medicare payments, and
attracts retirees and those relocating with aging parents.
While a community is enriched by having seniors aging-in-place, the reality is that half of all seniors
fall below an annual income of$25,503 - and for female seniors the median income is $14,559.
Economic security is a concern as 16% of respondents worked fulltime, 12% part-time, and 23%
reported "retired but started working again" in the December 2008 study "Service Needs of Older
Iowans" sponsored by Iowa Department of Elder Affairs (now Iowa Department on Aging). In the
recent United Way of Johnson County "2010 Community Assessment," the poverty rate among
seniors increased by 40% from 2000 to 2006/2008 - an increase of 63%. We see this in our Case
Management for the Frail Elderly Program (CMFE) which has historically been 50% Elderly Waiver
cases and 50% N on- Waiver - we are now at 85% Waiver and 15% N on- Waiver (fyi - maximum
monthly income to qualify for Elderly Waiver is $1,083, and $2,000 in assets). The migration from
50/50 to 85/15 has occurred over the past twelve months!
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Elder Services, Inc.
At age 65, 2 out of 5 seniors have some type of disability that impedes caring for themselves, and
their homes - at age 80 that doubles to 4 out of 5 seniors. In the same "Service Needs of Older
Iowans" study, the type of help older adults across the entire state needed now or anticipated needing
most during the next two years was "outside chores" - followed by inside chores such as, laundry,
light housekeeping, shopping for groceries, preparing meals, getting dressed or using the bathroom.
Other high-ranking anticipated needs include home-delivered meals, nursing care at home, help
taking medication, and help managing day-to-day finances. The 2008 survey results mirror the
foundation of Elder Services in 1980 (then named Elderly Services Agency) when faculty from the
University ofIowa School of Social Work identified help with chores as the number one need for
those wishing to remain in their own homes as they age. In 30 years, the needs haven't changed
because the way in which people age hasn't changed, nor has the desire for independence in our own
homes as we age.
Unfortunately, the number one need does not mean the only need. We are seeing an increase in the
number of needs per person. We believe this can be attributed to two factors - 1) average life
expectancy at 65, is an additional 17.1 years for men and 19.8 years for women, and 2) lack oflocal
family support system as we are receiving more calls for assistance from out-of-town caregivers and
employed caregivers suffering from caregiver fatigue.
It is proven that seniors can stay safe in their own homes at less cost to the state and federal funding
sources (Medicaid and Medicare) than the cost of nursing home placement. The question remains,
how will this pivotal link in the continuum of care and community structure be funded?
3. a) See Form A attached for Salaries and Benefits chart.
b) The staff development budget for this year is $1,800. Currently, staff receives training on core
issues such as privacy and confidentiality, first aid and CPR, dependent adult abuse mandatory
reporter, and communicating effectively. They also receive training on working with older adults
with memory loss. In addition, staff performance evaluations show places where each employee
needs to address skills and knowledge which would better help them in their job. Staff members are
provided with a possible list of training opportunities, including an opportunity to learn Spanish for
health care professionals as currently only one case manager is bi-lingual. As needed, staff members
are given the opportunity to increase their computer abilities. As a non-budgeted item for FY 11, the
agency's Executive Director and Fiscal Officer will be attending an employment law seminar.
c) Volunteers are a vital part of the agency. Elder Services could not afford to provide many of its
services without the help and cost savings provided by volunteers. For the Meals on Wheels
Program, volunteers deliver to 9 routes and thus deliver nearly 150 meals per day- including on
weekends! Volunteers also help serve food at several of our congregate meal sites. Volunteers are
an integral part of ensuring the RSVP program is so successful. Obviously, volunteers perform
many activities in the community as part of the program, but they also help Elder Services by serving
on the advisory council and becoming Friendly Visitors to many of the homebound elderly we serve,
providing companionship to combat loneliness and depression. Elder Services also receives help
from volunteers with seasonal home assistance chores. This might include anything from raking
leaves to snow shoveling to painting a house.
Client Information
4. Our primary target population is older adults age 60 and over, and their caregivers. While the level
of frailty varies, in general most of the older adults we serve are approaching 80, female, and living
alone. They may have a wide range of activities that they can no longer do - everything from
3
Elder Services, Inc.
grocery shopping to bathing and dressing. They usually require assistance learning what services are
available, how to pay for them, and ensuring that they receive the most appropriate services. They
also need assistance when their frailty increases - rearranging services, working with caregivers,
support adjusting to life changing events. Their strengths include their knowledge and life
experiences. We have discontinued our caregiver support groups due to funding cuts but do continue
our one-on-one counseling sessions and occasional family mediations. In our "Elder Answers"
program, we answer all community calls and provide information and referral to those under age 60.
We have acquired a great deal of knowledge related to the aging-in-place disability community and
will provide assistance, when possible, to streamline their access to services. We do not actively
target those living with dementia but we have increased our knowledge base through necessity and
experience. Dementia affects about 1 % of people aged 60-64 years of age and increases in
percentage as we age. At age 85 and older, as many as 30-50% have some form of dementia. In the
RSVP program, the minimum age to volunteer is 55, and the target population is those who wish to
continue giving back to their community.
5. See attachment Form B for an unduplicated count of clients we serve.
6. Elder Services assesses client satisfaction by distributing a Client Satisfaction and Outcome Survey
on an annual basis, currently under revision. For example, in the Nutrition Program, the measure of
success would include not only the number of people served, but also whether the consumers are
happy with the food being served, whether the staff was friendly and helpful, and whether the meals
fit into their special diets. The outcomes measured for the program would include whether the older
adult, or their doctor, has noticed an improvement in their health and/or medical condition since the
MOW started. For the Home Assistance Program it would include the number of people served,
whether the consumer was satisfied with services, whether services were provided in a timely
manner, and whether the consumer was connected to other services that might help them remain in
their home. For Case Management, a Client Satisfaction Survey is sent annually. Questions include,
whether the Case Manager helped the consumer determine what service was needed, whether the
consumer receives the services that the Case manager helped to arrange, and whether the Case
Management Program improved their ability to be successful in their own home. This survey also
includes the client rating their health and safety risk being in their home before they used the case
management system and after they started using the case management program.
Financial Manal!ement
7. Form C and Agency's Fiscal Year 2011 Budget are attached. Local funding was budgeted at a 3%
increase to cover the costs of doing business.
8. a) Our core services are Case Management and Adult Protective Services (formerly Elder Abuse
Initiative), Meals on Wheels & Senior Dining, "Chore" Home Assistance & Home Modification,
"Elder Answers" (formerly Aging & Disability Resource Center) information, referral, and short-
term care coordination, and the Retired & Senior Volunteer Program (RSVP). Of these, United Way
and Joint Funding Application dollars help underwrite our Meals on Wheels & Senior Dining
program, "Chore" Home Assistance, RSVP, and "Elder Answers." Local government funding under
CDBG grants help fund Case Management, subsidized "Chore," and "Elder Answers". As discussed
in more detail in Question l.b, Elder Services is often the only provider of the majority of our
services, especially for the low-income.
Given the demographic imperative of an aging population for these services, our position as a single
source provider of these services, and the lack of other funding for these services, the need for
funding through the Joint Application is great.
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CITY OF IOWA CITY
United Way of Johnson County
FY12 Community Joint Funding Application
Requestor:
Phone:
4Cs Community Coordinated Child Care
Susan Gray
Rebecca Bergus
Susan Gray
Agency:
Director:
Board President:
(319) 338-7684
Mailing Address:
Website:
susan@iowa4cs.com
1500 Sycamore Street, Iowa City, IA 52240
Email:
www.iowa4cs.com
Tax ID No:
23-7351124
FY12
Fiscal Year:
Mission Statement:
4Cs primary purpose is to promote the well being of children and their families by
assisting parents, child care providers, employers, and others with their child related needs.
This encompasses addressing challenges to the community's child care system;
documenting needs and trends in the child care delivery system and serving as a resource
for planning and development of new programs.
United Way Community Priority Area: please indicate agency's priority area(s)
X Education
Income
Health
United Johnson Iowa City Coralville
Wa Coun
Total Request for Community $25,000 $2,000 $2,000 $2140
1m act Fundin FY12
Total Budget $903,359 $903,359 $903,359 $903,359
% of Total Budget 3% 0.2% 0.2% 0.2%
This submission was considered and approved by (both signatures and date are required):
Signatures:
;5.P G1~
Agency Director
8j 3d/In
date
8 ;;)1./";01 D
date
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United Way of Johnson County
Agency Information
The goal of all 4Cs programs is to support and promote quality child care in the community
that is also affordable and accessible.
. Child care referrals and consultations to families in the community
4Cs provides free referrals to families looking for child care. Individual intakes are
completed, providing a customized search of our database to best meet the needs of
each specific family and to provide parents the opportunity to discuss their concerns
and to ensure that the parents have information to make the most informed decisions in
finding quality child care for their children.
. Recruitment, registration and retention of child care providers
4Cs offers monthly classes and individual consultations with individuals interested in
opening a home-based child care business. The initial focus is on becoming registered
with the Dept of Human Services and meeting all health and safety requirements. The
focus then shifts to implementation of a child-centered age-appropriate curriculum and
best practices for managing a child care program.
. Education
4Cs offers a wide range of classes which cover both mandatory training needs and
professional development needs of child care providers and early childhood educators.
Over 100 hours of free training is offered, additional professional development classes
are offered at nominal charges ($8.00 per workshop). Two early childhood conferences
are held each year.
. Consultations provided for child care programs in the community
4Cs provides consultations to both center and home-based programs. The purpose of
these programs is to provide resources and support to programs that are interested in
state-wide quality initiatives. We work with child care programs participating, or
preparing to participate, in the Iowa Quality Rating System and with individual child
care providers interested in improving their education.
. Sponsor for the home-based programs of the USDA funded Child & Adult Care
Food Program (CACFP).
4Cs manages this program that ensures that home-based programs participating in the
CACFP comply with nutritional guidelines of the CACFP program for all meals served
to the children while in child care. A nutritional component is included in all visits and
nutrition workshops are also held. Child care providers receive monetary remuneration
for their participation.
. Crisis Child Care
4Cs Home Ties Child Care Center
4Cs Home Ties Child Care Center provides child care to families in crisis. Home Ties
has sixteen free, temporary child care slots for families that are homeless, at threat of
becoming homeless, participating in other helping agencies in the community (e.g.
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cm OF IOWA CITY
"~ ,
United Way of Johnson County
CORALVILLE
MECCA, UA Y) or receiving DHS services. Six slots are also provided for families
receiving child care subsidies from the Department of Human Services. Our goal with
this program is to provide a safe, nurturing environment for the children while the
parents have the opportunity to pursue their goals towards self-sufficiency, which are
usually to find accommodation, find work, or attend school. At the end of the three
month stay families are expected to have found a permanent child care solution. Home
Ties staff provide information concerning community resources and provide support to
the parents throughout this process.
Crisis Child Care Program
This program was first implemented in FY 10. The goal of the program is to prevent
children being placed in the foster care system because there are no alterative child
care options for a family dealing with a crisis. The program provides up to 72 hours of
free child care. The program operates 24 hours a day, seven days a week.
. Education
Grant Wood AEA, Iowa State Extension and Kirkwood Community College also offer
educational classes to early childhood providers. Local association groups also offer
some classes.
. Consultations
Grant Wood AEA has a consultation program for child care centers that provides
guidance in positive behavioral supports for individual children.
. Child Care Subsidies
Some child care programs accept child care subsidies, however the need for child care
subsidy slots exceeds the availability of child care subsidy slots.
. Education
4Cs has a very close working relationship with Grant Wood AEA, Iowa State
Extension and Kirkwood Community College. 4Cs is regarded as the child care "hub"
in the community as we have established relationships with child care programs and
can therefore serve the function of 'conduit' to other resources within the community.
Different agencies fulfill different areas of need for training. 4Cs provides foundational
support for child care providers by supporting them in becoming registered with the
state and providing introductory classes. Once a provider has mastered the basics, there
are classes offered by Grant Wood AEA and a provider may decide that they would
like to earn a professional degree and we refer them to Kirkwood Community College.
4Cs staff provide continual advice and support to the child care providers in creating
training plans. We advertise and market classes and resources provided by other
entities. Grant Wood AEA, Kirkwood Community College, the Iowa City Community
School district and the Iowa City and Coralville Public libraries provide 4Cs with free
classroom space.
. Consultations
Although 4Cs and Grant Wood AEA both offer consultations to child care programs,
the nature of the consultations are very different. 4Cs consultations primarily focus on
3
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Cm OF IOWA CITY
UnJted Way of Johnson County
registration and development of the child care program while Grant Wood AEA
addresses specific behavioral issues with individual children that require intensive on-
going interventions.
. Child Care Subsidies
Home Ties offers child care subsidy slots because the need for these slots is far greater
than the availability of child care subsidy slots in our community.
· Short-Term
. Increase parent awareness of our free referral services and the importance of selecting
quality child care:
Increase the marketing of the agency: Increase number of presentations to the
community, continue to improve the website, explore other social media. Continue
direct mailings to specifically targeted groups: churches, schools, human resource
departments, realtors.
. Increase participation of child care programs in our core services.
Increase the number of child care programs participating in the voluntary Iowa
Quality Rating System by 10%. Increase the participation of our CDA (Child
Development Associate) program by 5% and participation in classes by 5%.
. Supporting parents at Home Ties to be the best parents they can be:
Develop informal ways of making parenting information accessible to parents.
Develop display boards with pictures of attending families in positive interactions
with their children, continue to develop photo albums of the children, have
parenting "tips of the day".
· Long-Term
. Create a new training model to significantly impact the quality of child care in the
community through support of entry-level child care providers:
Create a pre-service course with follow-up consultations to support implementation
of training concepts. Collect data on similar models and secure financial support.
. Improve salaries, benefits and professional development of staff.
Compare benefits with similar agencies, raise funds for participation of staff at
state and national conferences.
. 4Cs is addressing the need for affordable, accessible, quality child care in the
community.
Quality child care is known to increase productivity in the workplace. Parents need to have
child care that they have confidence in so that they are not constantly worried about their
children and therefore distracted at work. Johnson County has 79% of parents in the
workforce (United Way Community Assessment, 2010).
Empirical research shows that the quality of child care has a profound affect on a child's
development and directly impacts on school success as well as success later on in life.
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CITY OF IOWA On'
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United WIY of Johnson County
The community also benefits from quality child care by preparing the next generation of our
workforce.
The extent of the need for quality child care
In Johnson County there are 7259 child care slots and 347 child care programs that are
listed with 4Cs (CCR&R, July 2010). Home-based child care programs in Iowa are
considered grossly under regulated.
Factors in the community contributing to the problem of quality child care
Wages in the child care field are extremely low. While the field attracts many child care
providers whose love of children overrides their desire for a competitive salary, it also
attracts people with low levels of education and inadequate training. Low salaries, coupled
with lack of benefits causes high turnover rates. These factors directly impact the quality of
child care.
The financial burden of child care continues to be borne by parents and child care providers,
who subsidize child care through acceptance of low wages and lack of benefits. Public
investment in early childhood continues to fall short compared to the investment in school-
age children, although the research indicates greater outcomes with earlier investment.
· The agency is addressing the need for free child care for families in crisis
It is very difficult for families in crisis to find out about community resources, follow-up
onjob leads, or attend job interviews when they have young children that also have to be
taken care of. Home Ties provides these families with a brief haven to actively seek
solutions to their problems while their children are cared for.
The Crisis Child Care program provides very temporary support to families when they are
facing a crisis and have no child care options available. We have supported families where
parents have been ill and required hospitalization, or arrested.
The extent of the need for free child care for families in crisis
In the last FY Home Ties served 77 children in free child care slots and always had a
waiting list. In five months Crisis Child Care served 17 children.
Factors in the community contributing to the need for free child care for families
Some families have come from other parts of the country in the hope of finding a better
life for their children. They are competing with students for low-cost housing, most of the
unskilled jobs are low-paying, temporary and very few have benefits. Many families in
Johnson County do not have a local extended family support network. Other factors
contributing to families needing our services include not only homelessness and poverty
but also domestic violence, substance abuse and mental illness.
3 a: Form A attached.
Every full time member of staff will attend at least one conference each year. Child Care
Resource and Referral provide a number of trainings each year and expenses are covered
by the State Child Care System. Home Ties Child Care Center staff usually attend the
annual Iowa Association for the Education of Young Children (AEYC)conference, they
have also attended the Iowa Child Abuse Prevention Conference. Iowa AEYC will pay for
the executive director to attend two national conferences in as Iowa AEYC board
president.
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CITY Of IOWA CITY
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United Way of Johnson County
On-going training and staff development is done through staff meetings and sharing of
information gathered from trainings and meetings that staff have attended. All child care
staff have to maintain certification in mandatory trainings such as CPR and First Aid.
$2500 is budgeted for staff development.
4Cs has a volunteer board of twelve members. The board members serve on
subcommittees to provide their expertise to specific projects. At our administrative site we
have groups of volunteers that come at different times of the year and may fold newsletters
or brochures, help with organizational projects or help with building maintenance. Last
year they painted the building. Home Ties Child Care Center has volunteers that come in
to work with the children, others come and pickup the laundry each week, one volunteer
works on their computer, as needed, and others have helped with the reconstruction of the
playground and development of a teaching garden. Support of the garden is on-going and
has resulted in the children being able to collect and eat fresh produce from the garden.
Last year many volunteers helped with the construction of Home Ties' additional space
provided by the First Mennonite Church.
Client Information
Crisis Child Care:
All parents in Johnson & Washington Counties with children
birth-to-twelve requiring child care outside of the home.
Classes are provided for all child care providers in Johnson and
Washington Counties. Consultations are provided to all child care
centers and home-based programs in Johnson County and child care
centers in Washington County.
Families in Johnson County that are homeless, or at risk of
homelessness, (Shelter House or DVIP), participating in programs
such as UA Y, MECCA, or meet income guidelines.
Families in Johnson County
Referral Program:
Provider Supports
Home Ties
The successfulness of our programs and services is gauged by the responses to our surveys
and by the number of people we have participate in the programs, or request services. We
track program outcomes and also track numbers over the years as this can indicate trends
or needs of specific programs.
Financial Management
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FY' 12 Community Joint Funding Application
Agency: Four Oaks Iowa City
Director: Jim Ernst
Board President: Mark Danielson (Iowa City Community Board)
Requestor: Karen Werner, Program Manager
Phone: 319-338-9186
Email: kwerner@fouroaks.org
Mailing Address: 1916 Waterfront Dr.
Iowa City, IA 52240
Website: www.fouroaks.org
Tax ID No: 480-998726
Fiscal Year: FY '12
Mission Statement: To assure that children become successful adults
Expect Success is the vision that inspires us at Four Oaks
United Way Community Priority Area: please indicate agency's priority area(s)
Education
Income
....!.....- Health
United Johnson Iowa City Coralville
Way County
Total Request for Community $30,000 $40,000 $1,000 $1,000
Impact Funding FY12
Total Budget $30,000 $40,000 $1,000 $1,000
% of Total Budget 11% 15% <1% <1%
This submission was considered and approved by (both signatures and date
Signatures:
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Agency Information
1. a) List and describe the programs and/or services provided to Johnson County
residents by the Agency.
Youth Emergency Shelter (YES): Provides emergency and short-term residential care,
counseling, and supervision to runaway and homeless children; to victims of abuse, neglect,
or exploitation; and to children who have been removed from their homes because of
emotional, behavioral, or family problems. YES provides Emergency Services (ES). ES'
goal is to work with the family experiencing crisis to connect them to community services
and prevent the child from being placed in shelter.
Pursuing Adventures in Learning (PAL): Provides after school and summer programming
for children (ages 6-13) who are diagnosed with an emotional and/or behavioral disorder and
are not able to attend regular day care or summer programs due to difficulties with acting out
behaviors. Evidenced based curriculums such as PATHS and ART are used to provide
remedial skill groups.
Supervised Community Treatment (SCT): Provides community based treatment with a
Delinquency/Conduct Disorder specific milieu as an alternative to out of home placement for
adjudicated youth. Structured daily activities include Aggression Replacement Training and
being held accountable for behaviors.
· SCT utilizes the Functional Family Therapy model (FFT). FFT provides
evidenced based in-home delinquency intervention recognized as a Blueprint Model
Program by the Office of Juvenile Justice and Delinquency Prevention and the United
States Department of Justice.
· SCT coordinates the Strategies Toward Effective Performance Classroom
(STEP): STEP provides specific intervention services to middle and high school age
children who have been suspended from school for an infraction.
· SCT coordinates the Detention Alternative Program (DAP): DAP Provides a
highly structured program for juvenile offenders as an alternative to being placed in a
Juvenile Detention Center. The SCT treatment components are utilized in an
abbreviated treatment stay. Electronic monitoring and tracking interventions are
utilized in this program.
Adoption and Family Foster Care Program: Serves children ages 0-18 and their families,
while children are temporarily placed in family foster care. Services include; recruitment,
retention, foster care licensing, adoption home studies, on-going and crisis support to foster
and adoptive families.
Safety and Permanency Services: Provides families that are involved in child abuse
assessments supportive Safety Services so that children can remain in their parent's home
through the course of the assessment. Permanency services help families with an open DHS
case access community supports that will reduce the risk of a child needing a foster care,
shelter care, or group care placement.
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Cornerstone is a Family Development Self-Sufficiency program (FaDSS) designed to
partner with high-risk welfare recipients in working towards economic self-sufficiency and
family stability. Cornerstone provides intensive and comprehensive Family Support services
through outreach to families who may face multiple psycho-social and resource barriers.
Outpatient Behavioral Health Services: Therapeutic and Remedial Services (Individual,
family, and group skill building and crisis intervention to reduce or alleviate mental health
symptoms ).
PAL Aftercare Services: Provides education, guidance, and financial support to youth aging
out of the foster care system.
b) List any other agencies, public or private, that provide services similar to Agency.
Families Inc., Horizons, and Family Systems also provide therapy and counseling services as
well as remedial services. The Community Mental Health Center provides Behavioral
Health Services. Tanager Place also provides safety and permanency services to families
with an ongoing child abuse assessment or open DHS case.
c) Describe the coordination of efforts between Agency's programs and/or services
and any similar programs and/or services in Johnson County.
· Four Oaks has worked in partnership with the Iowa City School District to
provide a conduct disorder classroom (STEP) which meets the increasing needs of
students in the district. The district has several classrooms to address children who
need alternative classrooms or services but needed an evidenced based classroom to
help the kids with more conduct problems.
· Four Oaks P.A.L. Program has also worked closely with the Iowa City School
District Family Resource Centers and their family support workers to give support
and advocacy to the families that we serve. The P.A.L. Program has a Shift Leader,
Youth Counselors, and a Program Manager who frequently partner to make sure
services aren't being duplicated and that the family and the child's needs are met.
· Four Oaks provides mental health assessments and skill building through
remedial services. Sometimes families have their assessment or receive services
through another agency such as; Family Systems. When they decide to have Four
Oaks as their provider of remedial services, we work with their LPHA (Licensed
Practitioner of the Healing Arts) to continue with their goals and services. There are
many children in Johnson County who are eligible for remedial services through
Title 19. Because of the large number of children in our county receiving Title 19
having more than one provider for these services helps keep kids off of waiting lists.
Currently, the Iowa City School District collaborates with agencies to provide
remedial services during the school day. Four Oaks serves Southeast Ir. High and
City & Tate High Schools, while Family Systems serves the Elementary Schools in
the district, and Horizons serves Northwest/North Central Ir. Highs and West High.
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· Four Oaks Iowa City meets regularly with other human service agencies to
discuss the affordable housing needs of our clients. This has brought to the
surface issues faced by youth aging out of the foster care system and their unique
needs.
· Four Oaks Iowa City Safety and Permanency team also works closely with
Tanager Place by sharing referrals, having an advisory board, sharing training and
information, by projecting together the effectiveness of their work in the
community, and supporting one another at a case, county, and state level.
· Four Oaks Iowa City Recruitment and Retention staff also work closely with
Johnson Co. DHS social workers. DHS continues to case manage and our role is to
help ensure children are placed in foster homes in a timely manner, to provide
support to foster families, to recruit new foster families, to re-license and retain
current foster families, and to advocate for children who are in foster care who are
up for adoption.
2. a) List Agency goals and objectives; include short-term and long-term goals.
The Four Oaks Policy Board approved the 5 year strategic plan for the agency in 2007.
The plan reflects the agency vision of EXPECT SUCCESS. The goals include
transforming selective services to achieve quality outcomes, attracting and retaining
quality staff, expand marketing and fund development, implement a business plan that
supports the vision, build a network committed to the vision that includes holistic
elements, and implement and evaluate holistic approach with targeted children.
Four Oaks has been planning and working on our goal of implementing a holistic
approach from Spring 2009 to present. Four Oaks is working with a consulting firm;
the Bridgespan Group to help us fulfill our goal. The holistic works project will
research, design, implement, and report results of a model that addresses the key risk
and protective factors across four domains: Childhood Basic Needs, Education and
Work, Family, and Community. The project will be conducted in five stages over the
next three years. Stage one: Design and develop a model and plan, Stage two:
Implement model with target population in pilot locations, Stage three: Expand holistic
services to build capacity and effectiveness based on piloted outcomes, Stage four:
Complete organizational transfonnation by incorporating the whole agency into the
holistic service model, and Stage five: Evaluate the holistic works project & publish
results. In the short term this will help us bring youth to stability and in the long term
we will be able to meet our goal that youth become successful adults.
b) What specific need in the community is the Four Oaks PAL Program addressing?
(Describe the extent of the problem, and the major factors in the community
contributing to the problem.) ***We will befocusing on tlte PAL Program ratlter titan
the agency as a wltole because oftlte request for funds going directly to tlte PAL
Program. The PAL Program serves primarily Joltnson County children.
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United Way of Johnson County
Need/Extent of Problem:
Based on the child abuse numbers in Johnson County and other statistical data from other
Iowa Child Welfare and Juvenile Justice publications, children are at risk in our
community for out of home placement, mental health issues that affect school attendance,
learning, and overall adjustment, and child abuse. According to Iowa DHS data, in 2007
Johnson County had 312 Unduplicated and 333 Duplicated Confirmed or Founded Child
Abuse reports. In comparison to other counties in our service area Johnson County was
the second highest with Linn County having the highest numbers.
Four Oaks Iowa City works hard in the community to not compete or duplicate services
already being offered by other agencies. We do this by creating and maintaining programs
through needs assessment and planning. Most of our programs are unique to Johnson
County.
· PAL Program- offers lower staff ratios, staff trained in behavior management,
family support, evidenced based curriculum, and successful results to keep children
with behavior and/or emotional disorders out of placement. PAL is the only day
program in Johnson Co. that serves this population. Many children who are not
able to be maintained in "regular" after-school/summer programs are referred to
the program and have been successful in transitioning back to community
programs. In FY '10 the PAL Program served 43 Johnson Co. children.
Maior Contributine: Factors:
1.Mental Health Diagnosis- According to the website Mental Health America; 1 in 5
children has a diagnosable mental health disorder, and 1 in 10 with a severe emotional
or behavioral disorder have significant impaired functioning at home, at school, or in
the community. Between Y2 and 'l'4 ofthe children entering foster care exhibit behavior
and social competency problems that warrant mental health care, a majority of foster
care youth (about 80%) are estimated to have an emotional disorder and lor substance
abuse problem, and 70% or more of youth who are detained in a juvenile justice
facility may suffer with mental health and related disorders. In relation to the most
common diagnosis of children entering the PAL Program, 1 in 20 children are
diagnosed with Attention Deficit (Hyperactivity) Disorder. .. . and 40-60% experience
learning disabilities. Children and adolescents with ADHD are more likely than
children without the disorder to suffer from other mental disorders. About one-half of
all young people with ADHD have oppositional defiant disorder; about one-quarter
have an anxiety disorder; as many as one-third have depression; and one-fifth have
bipolar disorder. Adolescents with untreated ADHD are at risk for substance abuse
disorders. Research shows that young people treated for ADHD have lower rates of
substance abuse than children who go untreated. Also, research continues to insist that
preventing and treating mental illness in its earliest stages will not only save money for
the child welfare and juvenile justice systems, but will ultimately produce better
outcomes for children, youth, and society.
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United Way or Johnson County
CORAL VILLE
2. Poverty
According to the City ofIowa City Affordable Housing Market Analysis in December
2007; "approximately 29% of all households in the study area have household incomes
of less than $25,000. This is equivalent to 11,344 households (including student
households) having household incomes of about 52% ofthe Johnson County median
household income." Poverty affects families in many ways. Child abuse reports, poor
school attendance, mental health, substance abuse, etc. goes up in areas with the
highest poverty rates.
3. Affordable Housing
Also according to the City of Iowa City Affordable Housing Market Analysis (2007);
"Demographia, an international public policy firm specializing in urban policy and
th
demographics, in 2000 ranked the Iowa City urbanized area as the 67 most expensive
housing market out of 451 markets across the U.S." Lack of housing and poverty go
hand in hand. This affects the families in our community and with lack of housing and
resources, crime rates tend to increase and so do adult mental health issues. Stress on
the families increases mental health issues in the children as well and child abuse
reports.
3. a) Please attach a Salaries & Benefits chart for the PAL Program.
Attached as Form A
b) Desribe the staff development budget and plan of the PAL Program.
The agency has budgeted $600 for staff development for staff in FYI!. Staff
development is important to our agency and to the success of our programs and services.
Staff adequately trained will provide best practice services and build on the strengths of
the families and kids we work with. Each month Four Oaks offers internal training
free to staff on a variety of subjects such as; African American Hair, Foundations
Training, Character Counts, etc. as well as mandatory required training. Four Oaks
also has other free internal trainings that are offered periodically throughout the
year such as; contact note writing, care management, remedial note reviewing, Youth
Worker training, supervisory training, CAFAS assessment tool training, etc. Four Oaks
also benefits from the Child Welfare Academy; who offer trainings for free or minimal
cost. The budgeted money is used for agency personnel to receive external trainings that
provide them training hours required oftheir professional licensure or licensing
requirements. Staff receive weekly or bi-weekly supervision from their supervisors.
c) In what capacity are volunteers utilized within the PAL Program or the Iowa City
site.
· Mentor/Tutors: Helping a child with homework, reading a book to a child
· Unit Activity Volunteer: Playing games with children; reading books to a group,
recognizing children's birthdays, holidays and special events, assisting in
preparing/serving snack
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· Interns: supervision, behavioral management, documentation, structure, support, co-
facilitate groups, planning activities
· Clerical: Helping with filing, data entry, copying or computer work
· Maintenance: Helping with odd jobs; general labor, cleaning & repair, painting
· Special Events Volunteer: Working at special fund-raising events to assure future
programming; Assist on event day (i.e. Four Oaks Family Events-through out the
year, Little Drug Store's Four Oaks Golf Classic-June, Back-to-School Supply Drive-
Summer; Holiday Project-winter)
Client Information
4. Provide a succinct, specific description of your primary target population(s) at the
PAL Program. Describe clients as a group in terms of their needs, requirements,
d t th
an s ren21 s.
Targeted N eeds/Requiremen ts Strengths
Population
Children 5-13 Consistency, stability, skill Ability to change, community that
diagnosed with building, behavior cares, advocates in school and the
mental or management, family support, community, access to services
behavioral health consequences for negative through Title 19 and private
disorders behavior, goals to improve insurance, a wide array of services
behavior, success in school, to address their needs
* Children live at therapy, tools to cope,
home or are in supervision, safety, basic needs
foster care met
ParentslFamilies of Skill building, family support, Ability to change, access to remedial
children with advocacy, education on and/or therapy services through
behavioral or resources, therapy, basic needs insurance, community with many
mental health needs met, parent support, additional resources to help them to
be successful, top rated school
district, family resource centers
5. Please include an unduplicated count of clients you have served for last year and
one projected year. For your projected and proposed number of clients, please
provide a realistic number based on past number of clients served.
Attached Form B
6. Describe how Agency assesses Client satisfaction and determines successfulness of
its programs and services.
· Four Oaks sends initial and discharge surveys to referral sources and families.
· Four Oaks makes calls to families at 6 months and 1 yr. after discharge to evaluate how
successful the child is.
· Four Oaks Policy Board has a subcommittee that does program evaluations and makes
recommendations for change.
· Four Oaks keeps data on successful vs unsuccessful discharges and the reason for
discharge (ex. services discontinued, moved to higher or lower level of care, etc.)
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· Four Oaks keeps data on the % of service plan goals the children are receiving at
discharge.
· Four Oaks does community based assessments and planning.
. Four Oaks has a Parent Advisory Board.
· Four Oaks keeps data on the rate of recidivism of juvenile court involved youth.
· Four Oaks collects data for the Iowa Department of Human Services on the FaDSS
project with specific measures to indicate self-sufficiency.
· Four Oaks is accredited by the Council on Accreditation; who does a thorough evaluation
of the effectiveness of our programs and the satisfaction of our clients.
Financial Management
7. Complete Form C and/or attach Agency's FYll budget, year to date.
Attached Form C
8. a) In detail, describe the need for Community Impact funding from the United Way
of Johnson County for the PAL Program.
i) If applicable, describe the need for local government funding.
There is a need for mental health services for children with emotional & behavioral
disorders as well as after school/summer programming. The children are at risk for out of
home placement, involvement in the Child Welfare and Juvenile Justice systems, and
parents are frequently unable to work due to their child's behaviors because they have
been asked to leave "regular" after school/summer programs. The job market is
somewhat stable in Iowa City for educated persons but for those with less skills there are
many people competing for service sector jobs. Whether a parent is working or not, they
may not have the skills to parent their child adequately or help them to change and many
times they have mental health issues of their own. If they are working, many parents
don't qualify for child care assistance because they aren't working enough hrs. The
tremendous community impact of serving this population of children when they are
young is a healthier, safer community for children, and less money spent in the future for
programs that remove kids from their homes and communities. The PAL Program
receives $28.60/1/2 day (up to 5 hrs.) of service from DHS & Johnson County Social
Services. We however, know that it costs $50.24/1/2 day to provide services to a
child. We are currently not able to balance our budget due to the $22/ 1/2 day loss.
b) If the United Way of Johnson County Community Impact funding is not
available and this funding request is not approved, describe the impact of that
decision on Agency and the programs/services these funds would have supported.
i) If applicable, describe impact if local government funding is unavailable.
Due to the instability of families qualifying for child care assistance, this funding has
been extremely vital to many children having access to the services of the PAL Program.
Parent after parent who have received financial help through Johnson County and United
Way funding to pay for their child to attend the program have expressed extreme
gratitude even going as far as one parent saying that this program is saving their family's
life. Many parents are not sure how to make changes, are worried for their children, and
when they can't afford the program it's disappointing to them that there are services
available but they aren't able to take advantage ofthem. The Program Manager receives
many referrals that don't result in admittance and with this funding more children would
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United Way of Johnson County
FY12 Community Joint Funding Application
Agency: Free Lunch Program
Director: Mary Palmberg
Board President: David Schuldt
Requestor: Mary Palmberg
Phone: 337-7917
Email: icfreelunch@gmail.com
Mailing Address: PO Box 2831, Iowa City, IA 52244
Website: http://icflp.org/
Tax ID No: 26-4722790
Fiscal Year: FY12
Mission Statement:
We provide a noon meal Monday through Saturday (except Thanksgiving Day) to
whomever comes to dine: An open door, full plate, no questions asked.
United Way Community Priority Area: please indicate agency's priority area(s)
Education
Income
X Health
United Johnson Iowa City Coralville
Way County
Total Request for Community 8.400 2,000 2,000
Impact Funding FY12
Total Budget 37,612 37,612 37,612
% of Total Budget 22% 5.3% 5.3%
This submission was considered and approved by (both signatures and date are required):
Signatures:
Agency Director
date
Agency Board President
date
FREE LUNCH PROGRAM
(to accompany FY12 application)
Agency Information
1. a. The Free Lunch Program (FLP) provides a noon meal Monday through Saturday (except
Thanksgiving Day) to anyone who wishes to eat: A full plate, no questions asked. We also
provide, beginning around 9 a.m. 6 days a week, items that clients use to make self-served
breakfasts: bread, toaster, peanut butter, jelly, margarine, coffee, cream & sugar, & water.
b. Both the Salvation Army (not a United Way agency) & Shelter house provide an evening meal 6
days a week & a Sunday brunch. (Meal policies at Shelter House will change late fall 2010
when the new shelter is open.) Once a week during the Univ. of Iowa's academic year, the
Agape Cafe serves a full breakfast free of charge.
c. The FLP shares extra food left over from meals with the Salvation Army, Shelter House & the
Crisis Center Food Pantry. FLP serving teams often work with Table to Table to get items for
the meals they serve at Free Lunch. In addition, the FLP director coordinates with T2T
personnel to receive basic supplies identified by T2T that can be used at Free Lunch.
Other collaborations are geared toward making it possible for our clients to receive help of other
kinds, in addition to a good meal. The FLP serves as a convenient place where clients can
meet with health & human service providers from the Mental Health Center's PATH program,
the UI Nursing Outreach Program, Shelter House's STAR program, & the VA Homeless Vets
Outreach Program.
2. a. The FLP's short-term & long-term goal is to provide a noon meal 6 days a week-a full plate, no
questions asked.
b. The FLP addresses the community's need for a place where persons in need of a noon meal &
of a welcoming atmosphere can come to enjoy both. The extent of the problem we address is
reflected in the fact that, typically, over a hundred meals are served daily. Factors in the
community that contribute to the .problems that bring people to Free Lunch are also causing
more clients for the Crisis Center, Shelter House, & other agencies serving persons struggling to
survive in the current strained economy: poverty, low-income jobs, loss of jobs, paucity of low-
cost housing, & high cost of living in the area in general.
3. a. Form A attached
b. The FLP has no staff development budget nor plan
c. Volunteers are the heart of the FLP. Currently 35 different serving teams take turns providing
the noon meal on each FLP serving day. We estimate over 900 FLP volunteers. Teams are
given support in the way of information & frequent email updates, supplying additional
volunteers when teams need them, basic food supplies (milk, coffee, & other basic everyday
items, plus many meal supplies in the FLP pantry that, for the most part, are purchased at
HACAP), but otherwise teams have a great deal of latitude in providing meals.
In addition, volunteers serve as the FLP treasurer & as the pantry/supplies manager. The
person who keeps our pantry supplied with napkins is a volunteer, as is the person who keeps
track of our meals-served data & provides it to HACAP monthly; she also sends all the FLP's
thank-you notes for donations. An emailing list of over 70 ID's represents those who respond to
needs for ad hoc workers on an as-needed basis when there is no ongoing team in charge of a
particular serving day, or when a team needs a little extra help.
FLP - page 2
In a nutshell: Beyond the work of the director, reimbursed at a rate of less than $6,000 per
year, who operates out of her home on her own equipment (the FLP has no office), all the work
of the FLP is accomplished by volunteers.
Client Information
4. Our clients need a noon meal & hospitality. Their strengths lie in their ability to come to the meal
site & take advantage of the help provided there. Being able to get a good meal daily at no cost often
helps these folks stretch a very small paycheck or government check far enough to cover basic-but
very meager-living expenses.
5. The FLP has no mechanism for providinq an unduplicated count of clients. We count meals
served. That is the number of most value to our serving teams for their planning. As mentioned
elsewhere, we do not customarily collect demographic data on our clients.
6. We use empirical evidence of client satisfaction & successfulness of the program in the form of
comments from clients reported by volunteer serving team members & by the FLP director; but the
FLP doesn't document either: Our motto is "An open door, a full plate, no questions asked."
Respecting the dignity of our guests has been the cornerstone of the FLP's service. This guiding
principle of unconditional respect & hospitality is as much a part of the program as the hearty,
nourishing meals. But we see & hear about client satisfaction & program success through
interactions with our guests, & via comments included on questionnaires administered by JCCOG
once or twice a year at Free Lunch. By the same methods, we derive information on areas that we
need to consider improving.
Financial Management
7. See Attached Form C. (The FLP's fiscal year is January thru December.)
The Free Lunch Program will be incurring on-going increased expenses due to the fact that we
applied for and received our 501(c)(3) status from the IRS in 2009. These additional expenses are for
the following items:
--Carrying Commercial, Liablity and E&O Insurance for a cost of $2,338 in 2010.
--Monthly Rent of $1 ,400. This is a substantial increase over the previous year, & will increase 5% for
each year of our current 3-year lease.
--Accounting Services. We had to pay for an accounting software package and training. Although
this will not be a large on-going expense, we have contracted with a local accounting firm to provide
us assistance in quarterly and annual tax filings & to provide basic accounting services. We have
budgeted $555 in this category.
An additional note regarding "In-Kind:" We use $9/hour times the number of volunteer hours, &
$170/day to reflect the amount our volunteer serving teams spend on food for the meal they provide
on their serving day.
8. a. UW funding makes it possible for the FLP to sustain basic needs of the program: to pay rent to
the Wesley Foundation required to use kitchen & dining space at the Wesley Center, to maintain
our equipment & buy new equipment when needed, & to purchase food both thru HACAP &
locally (in particular, milk from John's Grocery daily).
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CITY OF IOWA CITY
United Way of Johnson County
CORAL VILLE
FY12 Community Joint Funding Application
Agency: Iowa City Free Medical ClinicIDick Parrott Free Dental Clinic
Co-Directors: Sandy Pickup and Barbara Vinograde
Board President: Christopher Smith
Requestor: Sandy Pickup
Phone: 319-337-9727
Email: spickup3@mchsLcom
Mailing Address: 2440 Towncrest Drive
Iowa City, IA 52240
Website: www.freemedicalclinic.org
Tax ID No: 42-0960955
Fiscal Year: July 1 -June 30
Mission Statement:
Iowa City Free Medical Clinic/Dick Parrott Free Dental Clinic is a private nonprofit
corporation, providing access to health care to the underserved in Johnson County by
eliminating financial, social and language barriers whenever possible.
United Way Community Priority Area: please indicate agency's priority area(s)
Education
Income
...:!-.- Health
United Johnson Iowa City Coralville
Way County
Total Request for Community 115,000 115,000 8,000 5,000
Impact Fundin2 FY12
Total Budget 433,400 433,400 433,400 433,400
% of Total Budget 27% 27% 2% 1%
This submission was considered and approved by (both signatures and date are required):
Signatures:
7/0 ~ Q/7/df!)'O
Agency Board President date
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CiTY OF IOWA CiTY
Please attach a written summary addressing the following list and reference your responses to their
relative numerical order. In responding, please endeavor to furnish the necessary information in a brief
but complete manner. If a response is not applicable to the Agency, provide the explanation of omission.
Agency Information
1. a) List and describe the programs and/or services provided to Johnson County residents by
the Agency. Iowa City Free Medical Clinic/Dick Parrott Free Dental Clinic (FMC) is an
Ambulatory Medical Care office. Patients are treatedfor acute or chronic health care concerns.
Lab, pharmacy and specialty services (e.g. podiatry, ENT, gynecology, ophthalmology) are
available. Nutrition and exercise counseling is provided in a group setting. Care management is
provided to all patients treated at FMC for chronic illness such as diabetes, hypertension or
asthma. Dental services include x-ray, extraction, root canal and fillings. Financial assistance is
available for eyeglasses, hearing aids, medications and medical supplies.
b) List any other agencies, public or private, that provide services similar to Agency. All medical
and dental practices will provide all or some of the same services but most are not free to the
patient in these other settings.
c) Describe the coordination of efforts between Agency's programs and/or services and any
similar programs and/or services in Johnson County. FMC works closely with Mercy Hospital to
provide free referrals for mammography and radiology. Mercy contributes many of the
medications we provide to patients with chronic illness. UIHC runs all lab tests and pathology.
UIHC has long been a resource for referral for specialty care. Towncrest Internal Medicine
provides medication samples and friendly support. Optometrists in the community ofJer deep
discounts to our patients that need eyeglasses. OB-Gyn Associates provides some gynecological
follow-up and Stiendler Ortho provides free radiology on a limited basis. For the past year Free
Dental Clinic has been the host site for "Healthy Kids" program children needing dental care, in
cooperation with I-Smiles and Johnson County Public Health. We continue to refer patients to
IowaCare program and assist them in sorting out aspects of the program that are corifusing to
them. A state-wide medication service called the "Iowa Drug Donation Program" enables us to
obtain free medications for patients.
2. a) List Agency goals and objectives; include short-term and long-term goals. See attacbed*
b) What specific need in the community is Agency addressing? (Describe the extent of the
problem, and the major factors in the community contributing to the problem.) FMC addresses
the lack of access to afJordable health care. Johnson County is not immune to the issues facing
the rest of the country. *241,000 Iowans are without health insurance, 31% of Hispanics, 9% of
whites and 12% of women have no coverage. Lack of employment, lack of health insurance, lack
of funds to purchase medication, all are components of this problem. 91 % of our patients are
uninsured and 7 % are in the process of entering some form of government assistance program.
*from Iowa for Healthcare website
3. a) Please attach a Salaries & Benefits chart for entire Agency. (Form A)
b) How many FTEs serve Johnson County? 6.75 FTE
c) How many FTEs live in Johnson County and what is their combined salaried amount? 6.75
FTE $279,126
d) Describe the staff development budget and plan of Agency. $1,000 is allocated to send stafJto
workshops, coriferences and seminars. These funds are available to all staff.
Iowa City Free medical Clinic/Dick Parrott Free Dental Clinic 2
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CITY OF IOWA CITY
e) In what capacity are volunteers utilized within Agency. FMC relies on approximately 200
professional and non professional volunteers who provide nearly every aspect of service. Over
$264,000 in-kind hours were donated in FY 09. *see attached
Client Information
4. Provide a succinct, specific description of primary target population(s). Describe clients as a
group in terms of their needs, requirements, and strengths. In FY 09 self reporting data 28% of
our patients are employedfull time, 26%part time and 41% are unemployed. This is a 7%
increase in the number of patients reporting unemployment in FY 08. 91 % are uninsured. An
increasing number are chronically ill with diabetes, hypertension, asthma or other chronic
conditions. Most of these patients are required to take multiple medications to control their
disease. 2669 patients were seenfor a total of6355 visits. This is some indication that FMC
serves as a "medical home" to many people in our community.
5. Please include an unduplicated count of clients you have served for the past two years and one
projected year. For your projected and proposed number of clients, please provide a realistic
number based on past number of clients served, please do not project or propose an increased
number of clients. (Form B)
6. Describe how Agency assesses Client satisfaction and determines successfulness of its programs
and services. FMC performs an annual patient satisfaction survey. Our Medical Director uses
sound medical protocols to assure the best treatment is afforded our patients and bi-annual chart
review is used as a quality assurance measure.
Financial Management
7. Complete Form C and/or attached Agency's FYIO budget, year to date.
8. a) In detail describe the need for funding from the local governments for your Agency. FMC
relies heavily on local government funding to provide services to patients.
b) If local government funding is not available and this funding request is not approved, describe
the impact of that decision on Agency and the programs/services these funds would have
supported. Since the beginning of FY 10 FMC has seen 230 new patients from Johnson
County. If funding were not approved or not available, these individuals would not receive
health care services. Staff and service reductions would make it impossible for FMC to take
new patients.
c) How will local government funding help leverage other revenue for Agency? Over $100,000
in grant funds and approximately $600,000 in donated goods and services were leveraged last
year.
d) How will local government funding for Agency improve community conditions? Health care
is a priority need in all assessments completed in the past several years. Making health care
accessible and affordable will improve the overall quality of life in Johnson County. While the
national debate about health care reform continues, our local government partners with non-profits
to create a safety net for uninsured and low-income people.
Collaborations
9. Describe collaborations with other agencies and services which address the need of the
beneficiaries served by Agency. FMC works closely with Healthy Kids, providing dental care to
students, Shelter House, providing TB testing and x-ray referral, Community Mental Health
Iowa City Free medical Clinic/Dick Parrott Free Dental Clinic 3
Hou.s:ing Trust Fund of] ohllson Cpunty'
, , ", ' ,- 322 East Second Street.
Iowa City, IA 52240
Email: tache:nbach@htfjc.org Website: www.htfjc.org
Office: 319.358.0212 Fax: 319'.358.0053
Housing Trust Fund,'
JOhnsoNf County
Board of Directors
Bob Dvorsky, Pmidel/t
State Smalor, 15'& District
Steve Long; Cf>-Pmident-elect
Iowa Ci!Y Plamling & Community
Detvlopmtflt
Bob Burns, Co-Presidmt-elect
Burns & BUfl/l, LC..
ROll Mavrias, S emlaty
Privale Cilif(fl/
Jake Young, Trealurer
McGladl'ey & Pullen, UP
,.....",-,..,,-,....,~-,...,---,..,,---
Jerry Anthony, UI/iversity of
Iowa, Urban & Regional Planning
Robert Brooks. Uilivmity 'oj
Iown Building and Landirape
Send,,:'
Crissy Canganelli, ShIller HOUle
Maryann Dennis, Ex-o.ffirio
The, Housing Fellowship
Kirsten Frey, Kentied}', Cmile,
FtyJal1d Gelntr'
Steve Gordon, AM MaI/agement
Ellen Habel" City ofCoralvil/e
Chris LeFever, US BalIk
Tracey Mulcahey, Ci!)' ojNorfh
LibrrtY
Scott Schroeder, Midlf'/estOm
Bank
Sally Stutsman,]ohll!OIl County
Board oj SJlpervisors
Linda Thrasher, Skogman Realty
Larty Wilson, Univmity Heights
Citizen
Staff
T tacey Achenbach.
Executive Director
Andrew Donham,
G tant Administrator
September 30,2010 '
Mr. Dale Helling
City of Iowa City
410 E. WaShington Street
Iowa City. Iowa 52240
Dear Mr. Helling:
On behalf of the Board of Directors of the Housing Tmst Fund of Johnson County,_ we
would like to thank the City ofIowa City forinvesting in the Trust Fund for the past
few years. Your investment has been crucial to the success of our organization.
Enclosed with this letter is a brief repOli highlighting our activities for the last fiscal
year. None of these would have been possible without your patiicipation in our
organization. These activities inCluded:
· State Housing Tmst Fund Award of $248,094 for FY 10
· FYII Application to State Housing Trqst Fund for $248,094
· HTFJC Revolving Loan Fund awards totaling $527,048 to organizations and
developers, which proposed to increase the number of rental homes, transitional
housing units, and newly constructed ~ingle family homes in our comm1.Ulities
· , Continued to administer Community Priorities Grant award from the United
Way ofJolmson County. which allowed us to collaborate with several agencies to
address funding gaps that prevented households toward moving toward self-sufficiency
· Contimiedto administer IDED grant for Tenant Based Rental Assistance in
cooperation with the Iowa City Housing Authority
· 'Continued to administer FHLB Affordable Housing Program grant in
cooperation with ECICOG and the Johnson County Rural Advisory Committee
· Served On the JCCOG Affordable Housing Task Force. Local Homeless
Coordinating Board, and County Mobile Home'Task Force
· Administered Iow~ City Single Fat).1ily New Constmction Pt;ogram, Rounds 1
and 2, intended to provide down payment assistance to 77 home buyers for homes built
in Iowa City ,
· Adt:ninistered ECICOG Single Family New Construction Program, Round. 1,
intended to provide down payment assistance to 54hOlnebuyers for homes built in
Coralville, Hills, Lone Tree, North Libetiy, and Tiffin.
These projects, as w~ll as the ariticipated funding requ~sts for th~ coming year; contilfue to ~ddress the
growing housing needs in IowaCity and throughout the County. Furthermore, the activities we fund are
required to assist the lower income residents. of our County and often serve a population that necessitates
this assistance.. ' , , " . '
Your continued investment in the Housing Trust Fund of Johnson County is critical to our ability to be
, able to provide loan funds to agencies and businesses who serve these populations. Without your
support, it would be impossibl~ for us to request a grant from the State Housing Trust Fund. As you are
aware, th~s annual grant provides the capital for ow' revolving loan fund.
. ,
A few years ago we set a goal of $1 OO~OOO invested from local govemment$, which we have not met.
This past year, Johnson COUllty invested $24,000, Coralville invested $15,000, North Liberty contributed
$8,000, and Iowa City invest~d $8,000. We are inviting all of the local govemments to continue these
investments. .'
We cannot convey in this letter how much your commitment to the Housing Trust Fund has been critical
to our success and your annual investment of $1 0,000 and $8,000 in prior years is much appreciated. We
. invite the City to consider increasing the investment for the next fiscal year. Thank you foi' your '
consideration of this request, and please do not hesitate to contact us if you need further information. As
always, members of the board 01' staff are available to attend a work session to answer any questions you
may have about your investment., .. . "
Sincerely,
. Wt~y;J?/ .
Senator Robe11 Dvorsky, President
JuNjf~.
Trace;v~"";;e~ach, Executive Director
Housing Trust Fund of Johnson County
322 East Second Street
Iowa City, IA 52240
Email: tac11enbac1t@htfjc.org Website: wW\v.1ttfjc.org
Office: 319.358.0212 Fax: 319.358.0053
Housing Trust Fund
h of
'0 nson County
Board of Directors
Bob Dvorsky, Presidml
Stale Senator, 151b Distdd
Steve Long, Co-Presidellt-eled
Iowa Cit)' Plannit'!. & ComfJllf//;!J'
Developme11t
Bob Burns, Co-Pmidml-elefl
Bllms & BIlrI/S, Le..
Ron Manias, Set:re/(lI)'
Plivale Citizm
Jake Young, Treasurer
M~Gladrry & PHI/ell, LLP
Jerry Anthony, UII;vmity oj
Iowa, UrbaN & Regiolf(l/ Pklllllillg
Robert Brooks, Ullilimif}' oj
lOll/a Bllilditig alld LaJldsfape
S ervim
Criss)' Canganclli, Shelter HOllse
1\'lar)'an11 Dennis, Ex-o.Pido
The HOHsit'!. FellOlllsbip
Kirsten Ftc)', Kennedy, Cmise,
Fro' and Gehler
Steve Gordon, Ai"I iHallagement
Ellcn Habel, City oj Coralville
Chris LeFever, US Balik
Tracey Mulcahey, Cif)' oJNottb
UberfJ'
Scott Schroeder, Midll7estONe
BmlA>,
Sally Stutsman,]oh,rso,l COllllty
Board if S HPervisors
Linda Thrasher, SkogmaJI Realty
Larr)' Wilsoll, UIJivmiD' Heights
Cilizm
Staff
Tracey Achenbach,
Executive Director
Andrew Donham,
Grant Administrator
Annual Report
June 30~ 2010
FY10 State Housing Trust Fund Award: $248,094
Local Match:
Governments
Johnson County
City of Coralville
City of Iowa City
City of North Liberty
Housing Trust Fund
RLF
$223,285
Admin
$24,809
47,300
7)700
24,000
15)000
8,000
8,000
7.500
$310)594
$270,585
7.500
$40,009
In FYIO, HTFJC Board awarded $527,048 fi'om its revolving loan fund, which
contributed to project costs totaling over $4 million in Johnson County.
HTFJC funds awarded FYlO:
ISIS Investments, LLC $ 32,500
3 rental home rehabilitation
Bill and Nelda Wittig $ 46,400
15 unit single room occupancy rehabilitation
Housing Fellowship $ 81,148
21 rental home rehabilitation
Housing Fellowship $300,000
14 rental unit new construction
Habitat for Humanity $ 67,000
2 single family home new construction
Other grants/activities administered this past year:
. IDEO grant for Tenant Based Rental Assistance in cooperation
with Iowa City Housing Authority assisting an average of 45 renters with rental
assistance
. FHLB Affordable Housing Program Grant in cooperation with
ECICOG intended to assist 22 homeowners with minor repairs
· United Way Grant disbursed to a variety of agencies to address
barriers to stable housing and long term self sufficiency
. Administered Iowa City Single Family New Home Construction
Program intended to provide homebuyer assistance to 77 families in Iowa City
. Administered ECICOG Single Family New Construction Program
intended to provide homebuyer assistance to 54 families in other Johnson County
communities
. Served on the JCCOG Affordable Housing Task Force, Local Homeless
Coordinating Board, and County Mobile Home Task Force
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CITY OF IOWA CITY
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CORALVILLE
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United Way of Johnson County
FY12 Community Joint Funding Application
Agency: LIFE Skills, Inc.
Director: Gillian J. H. Fox, M.A., CRC
Board President: Teresa McAndrews
Requestor: Gillian J. H. Fox and LIFE Skills, Inc.
Phone: 319-354-2121
Email: gfox@lifeskills-inc.com
Mailing Address: 483 Highway 1 West, Iowa City, IA 52246
Website: www.lifeskills-inc.com
Tax ID No: 42-1337545
Fiscal Year: FY12
Mission Statement:
LIFE Skills, Inc. exists to provide in-home and community based services and education in
the least restrictive environment while promoting the highest level of independence
possible. To this end, the agency serves individuals and their families by providing
instruction in targeted areas in a manner based on best practices in service delivery.
United Way Community Priority Area: please indicate agency's priority area(s)
X Education
X Income
X Health United Johnson Iowa City Coralville
Way County
Total Request for Community $16,500.00 $1,500.00 $1,500.00 $500.00
Impact Funding FY12
Total Budget $825,000 $825,000 $825,000 $825,000
% of Total Budget 2% <1% <1% <1%
This submission was
Signatpres:
approved by (both signatures and date are required):
Agency Director
;;;~<H\ 7f;( I2J~/;td
I Agency Board President
3' - 3/-/d
date
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United W.y of Johnson County
Please attach a written summary addressing the following list and reference your responses to
their relative numerical order. In responding, please endeavor to furnish the necessary
information in a brief but complete manner. If a response is not applicable to the Agency,
provide the explanation of omission.
Agency Information
1. a) List and describe the programs and/or services provided to Johnson County residents
by the Agency.
Supported Community Living (SCL) serves individuals 18 years of age or older who may
have mental illness, intellectual disabilities, developmental disabilities, or brain injury.
Services and supports are provided to enable individuals to live and work in a community
setting, and are directed toward enhancing the individual's ability to regain or attain
higher levels of independence, or maximize current levels of functioning. Services are
provided by staff or through coordination with other resources.
Home and Community-Based Services (HCBS) serves children and adults under the
following Medicaid Waiver Programs: Intellectual Disabilities Waiver, Brain Injury
Waiver, Elderly Waiver, Ill/Handicap Waiver, AIDS/HIV Waiver. Services include
assistance in meeting daily living needs, individual instruction in a variety of areas,
instruction in living independently and home and vehicle modification assistance.
Respite care services are a critical component for families that include an individual with
intellectual disabilities. In some cases, without respite, out-of-home placement is of
higher risk. Respite services can offer families the support that will enable them to stay
together therefore reducing premature residential placement or institutionalization.
Respite care increases quality time and assists families to function in a less restrictive,
normalized manner.
Home-Based Habilitation (HBH) serves individuals in the home or community and
assists the individual to reside in the most integrated setting appropriate to the
individual's needs. Services are intended to provide for the daily living needs of the
individual and can be provided at any time of day or night that is necessary to meet the
individual's needs.
Supported Aging Services (SAS) serves individuals of any age. This program is designed
to assist individuals in maintaining as much independence as possible in a variety of
living situations.
Payee Services serves individuals who cannot manage or direct someone else to manage
their money. This program offers money management, budgeting, and financial
management education.
Club House Services provides a safe, non-judgmental and casual environment for
individuals who have a mental illness. The program offers a supervised setting which
promotes and facilitates an opportunity for socialization in large and small groups.
Services are designed to decrease the risk for social isolation, mental health crises, and
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CITY OF IOWA CITY
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United Way of Johnson County
psychiatric hospitalization. The Evening Club offers programming both in the facility
and in the community.
b) List any other agencies, public or private, that provide services similar to Agency.
Community Mental Health Center for Mid-Eastern Iowa (Club House, SCL, HBH),
Hillcrest Supported Community Living (SCL, HBH), ARC of South East Iowa (SCL,
HCBS, RESPITE), Systems Unlimited (HCBS, RESPITE, SCL), Successful Living
(HBH, SCL, payee), Goodwill Industries of the Heartland (HCBS, SCL, HBH, payee),
and Reach For Your Potential (HCBS, SCL, HBH, payee). There are other agencies
providing a variety of SCL programs that are not listed. The funding source develops
the program and any agency may apply to provide that service; however, the program
requirements are the same for any provider.
c) Describe the coordination of efforts between Agency's programs and/or services and
any similar programs and/or services in Johnson County.
LIFE Skills coordinates with the above providers in the Johnson County Mental Health
and Disability Services (MH/DS) planning process. As providers of mental health
services to people who have disabilities, we work together to improve the service
delivery system in Johnson County. We work together to insure that individuals who
need services receive them in a manner which promotes empowerment, choice, and
dignity. LIFE Skills, Inc., collaborates with the University ofIowa Graduate Programs in
Rehabilitation, Counseling, and Student Development as a practicum and internship
clinical placement site.
2. a) List Agency goals and objectives; include short-term and long-term goals.
Short Term Goals:
1. Revise the agency mission statement to more accurately reflect who the agency serves.
a. Review and work on mission statement for 5 to 10 minutes per Board Meeting.
b. Collect input from people using services and staff members.
c. Complete the revision process by December, 2010
2. Support an equipment replacement schedule to ensure adequate facilities for staff.
a. Prepare replacement schedules for computers and other office tools/equipment.
Long Term Goals:
1. Need to balance service costs and unit fees in order to assure consistent income for the
agency.
a. Where fees are capped, staff will work to bring costs under the caps in order to
minimize losses. Board will consider this financial goal, keeping in mind the need to
maintain excellent service delivery.
b. Accounting and service delivery staff will work together to keep utilization in
line with budget expectations, in order to keep fees consistent.
2. Need to maintain staff consistency by providing effective support.
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CITY OF IOWA CITY
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CORALVILLE
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United Way of Johnson County
a. Board and supervisory staff will devise a formal pay scale for the agency in
order to assure that there is internal equity and that pay stays in line with community
expectations.
b) What specific need in the community is Agency addressing? (Describe the extent of
the problem, and the major factors in the community contributing to the problem.)
LIFE Skills, Inc. provides the community with high quality in-home and community
based skill development and counseling services to people who have disabilities. On a
daily basis, LIFE Skills, Inc. helps people who are at a very high risk of psychiatric
hospitalization remain independent in their homes.
Many factors drive the need for community based services for people who have
disabilities. A key factor is that the Iowa Legislature has mandated that services for
people who have disabilities take place in the least restrictive environment. Iowa House
File 2780 states that "all levels of the service system would seek to empower persons
with disabilities to accept responsibility, exercise choices, and take risks; that disability
services are individualized, provided to produce results, be flexible, and cost effective;
and that disability services be provided in a manner which supports the ability of persons
with disabilities to live, learn, work, and recreate in communities of their choice".
The extent of the "problem" facing our community is that there are over 70,000 people in
our state alone who access Iowa's public mental health system each year. In Johnson
County there are currently over 800 people who access our community's mental health
and disability services. People who have disabilities come to the Iowa City community
from all over the country and state who need services each year because of the University
of Iowa and the University of Iowa Hospital and Clinics. Our community is considered a
"magnet community" because we have so many quality services available to meet
peoples' needs. The majority of individuals who use the services of LIFE Skills, Inc., are
in need of basic independent living education and support, assistance with obtaining or
budgeting their income, and require assistance maintaining their mental health.
3. a) Please attach a Salaries & Benefits chart for entire Agency. (Form A)
b) Describe the staff development budget and plan of Agency.
LIFE Skills, Inc. currently has $1,950.00 budgeted for staff development in FY 11.
LIFE Skills, Inc. attempts to budget as much as possible for staff training. All clinical
staff are required to attend a minimum of one continuing education seminar per year. All
clinical staff are required to attend a monthly in-service at the agency conducted by local
community professionals. Annually, the agency conducts ethics training. The agency's
Clinical Supervisory staff is responsible for selecting journals and professional resources
to purchase for staff reference. Finally, the agency strongly encourages those who hold
professional licensure to maintain their certificates and licenses upon renewal date.
c) In what capacity are volunteers utilized within Agency?
LIFE Skills, Inc. utilizes student placement volunteers from the University of Iowa's
Graduate Program in Rehabilitation Counseling. During the Fall and Spring semesters
last year we had students providing over 1408 hours of counseling and skill development
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CITY OF IOWA CITY
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United Way of Johnson County
services. This collaboration is very important because many of the individuals using
services only have a limited amount of funding available for the services. The student
volunteers fill a service delivery void. The agency also utilizes community volunteers to
prepare meals at the Evening Club program as "guest chefs".
Client Information
4. Provide a succinct, specific description of your primary target population(s). Describe
clients as a group in terms of their needs, requirements, and strengths.
LIFE Skills, Inc. provides services to a wide variety of disability groups. However, we
primarily serve individuals who have diagnosis of intellectual disabilities or
developmental disabilities and individuals who have mental illness. Every person who
receives services has individual needs, strengths, and requirements. Some common needs
among people who have intellectual disabilities or developmental disabilities are the need
to learn and practice independent living skills, the need to learn socialization skills, and
assistance with budgeting and bill paying. Some common strengths include an eagerness
to learn and the willingness to learn to adapt to changing situations. Individuals who
have a diagnosis of mental illness share common needs of learning and using coping
strategies to help them monitor their illness at home. Socialization and money
management are also important skills to learn and maintain. To use LIFE Skills, Inc.
services these folks must be 18 years of age and be able to take their own medications.
They are required to meet eligibility guidelines established by Johnson County MH/DS
services. Common strengths include: self-resilience, generally a clear understanding of
their illness, and the strong desire to live and remain independent.
5. Please include an unduplicated count of clients you have served for last year and one
projected year. For your projected and proposed number of clients, please provide a
realistic number based on past number of clients served. (Form B)
6. Describe how Agency assesses Client satisfaction and determines successfulness of its
programs and services.
LIFE Skills, Inc. administers a client satisfaction survey for all programs on an annual
basis. Outcomes and comments are used to make changes in programming to improve
service where needed. The agency also assess contractor satisfaction issuing a survey on
an annual basis. The agency is on an accreditation cycle for Medicaid and state purchase
of service programs. Independent audits are conducted to assure compliance with state
and federal regulations. An individual satisfaction survey for clinical programs agency
was completed in May 2010 with results revealing an average overall satisfaction of
100%.
Financial Management
7. Complete Form C and/or attach Agency's FYll budget, year to date.
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FY12 Community Joint Funding Application
Agency: MYEP ( Mayor's Youth Empowerment Program)
Director: Roger Lusala
Board President: Kim Downes
Requestor: Roger Lusala
Phone: 319-341-0060 Ext 7001
Email: r.lusala@myep.us
Mailing Address: 407 Highland Court
Iowa City, IA 52240
Website: www.myep.us
Tax ID No: 42-1444335
Fiscal Year: July 1 to June 30
Mission Statement:
MYEP exists to provide advocacy and support to at-risk youth, children and adults with
disabilities who face barriers to independence and resources to their families.
United Way Community Priority Area: please indicate agency's priority area(s)
_x_ Education
_x_ Income
_x_ Health
United Johnson Iowa City Coralville
Way County
Total Request for Community $15,000 $3,000
Impact Fundin2 FY12
Total Bud2et $1,213,870 $1,213,870
% of Total Bude:et 1.2% 0.2%
This submission was consid d and approved by (both signatures and date are required):
Signatures:
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Please attach a written summary addressing the following list and reference your responses to
their relative numerical order. In resJjonding, please endeavor to furnish the necessary
infonnation in a briefbut complete manner. Ifa response is not applicable to the Agency,
provide the explanation of omission.
Agency Information
1. a) List and describe the programs and/or services provided to Johnson County residents
by the Agency.
MYEP has been serving the Johnson County residents since 1968. MYEP focuses in two
fundamental areas,
. Medicaid Waiver Program
· At-risk youth Program (Youth Leadership Program & FasTrac)
MYEP provides the followio2 Medicaid Waiver Services:
· Supported Community Living Services to children and adults with disabilities: The
Supported Community Living Services are goal oriented, intended to teach and lead
individuals with disabilities toward independence. This service is provided based on the
needs, goals, and desires of each person served. The service ranges from one hour a
month to 24 hours a day in our supervised residential sites.
· Individual, Group, and Camp Respite Services: The respite services are designed to
offer a break to primary care givers in order to become more rested, to care for other
siblings in the family, or to run errands when their loved ones are in the care of MYEP
staff. Respite services are provided in the family homes, in the MYEP facility, and in the
community. Some ofMYEP's regularly scheduled respite events include: once-a-month
"Friday Night Movie" respite, once-a-month Saturday "Special Event" respite, quarterly
"Parents Night Out" respite, and occasional dinner, movie, and game night respite events.
· CDAC (Consumer Directed Attendant Care): This service is provided to individuals
needing assistance with showering, cooking, light cleaning, and minor wound care to be
able to continue living independently. This service ranges from one hour per day to
several hours per day.
· Pre-vocational, Supported Employment and Adult Day Habilitation: These services
are geared toward preparing individuals with disabilities to learn skills needed to obtain a
job, assisting those with employment to keep their job, and providing an "Adult Day
Care)' for those not suitable for community employment to be cared for participate in
organized activities during the day.
· After School Program: Monday - Friday 2:30-5:30pm. The After School program is in
session for the duration of the school year, and also opens for days on which there is no
school. Activities include swimming, bowling) visits to local parks and trails, playing
sports, board games, reading, and arts and crafts. Participants in the After School
Program are picked up directly from school by MYEP vans and transported to the MYEP
facility to meet their staff for the day.
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· Summer, winter and Spring Camps: MYEP provides ten weeks of Summer Camp,
one week of camp during spring break, and one week during winter break. Campers
participate in many activities including trips to sporting events, the Iowa State Fair, and
Adventure Land to name a few.
The MYEP Youth LeadershiD Proe:ram:
This program serves area at-risk youth from 5th Grade to 12th grade. The mission of this program
is simply "Creating opportunity for today's at-risk youth and securing the future of our
community." All funding requested from Johnson County, City of Iowa City, and City of
Coralville are allocated to fund this program.
The Youth Leadership Program focuses in five distinct areas:
· Collaboration efforts: Working with all area schools to identify youth that are
considered to be at risk, and providing a structured environment for them to be guided
toward productive and successful teenage years.
· Integration of family, peers and the community: Learning about the backgrounds of
the youth, home life experiences, and how such factors are contributing to the problems
the youth are experiencing. The program aims to work with the family to identify areas
needing improvement.
· Positive adult and youth interaction: Assisting youth to locate mentors and other adults
that they can talk to when needed.
· Work-based learning with area businesses: Providing youth in high school with the
opportunity to work approximately ten hours per week with local businesses in order to
learn skills and stay off the streets. The youth are paid minimum wage through the
funding received from City oflowa City, City of Coralville, and other grants.
· Community Service: Teaching youth how to give back to the community and learn
meaningful lessons about the art of giving.
The Youth Leadership Program also provides after school curriculum including money
management, preventing, identifying and reporting domestic, physical, and sexual abuse,
preventing bullying, and obtaining and maintaining ajob, to name few. The speaker's bureaus
also give youth an opportunity to participate in short presentations from community and business
leaders. .
The MYEP Fastrac Pro2ram:
Youth Leadership Training
Through collaboration with MECCA Services, FasTrac participants are taught leadership skills
by involvement in community and governmental affairs. The purpose is to teach FasTrac
students that they have voices in the community and guide them to interact with local officials,
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legislators, and local government by attending city council meetings. In the past, participants
have made field trips to the state capitol, attended civil rights tours, and also have frequently
attended University of Iowa events, activities, and lectures. This approach engenders self-
confidence and self-esteem in youth who have felt alienated from the general public due to
misperceptions and stigmas (on both sides). We have seen our students transformed by the
experience of being a part of mainstream society and exercising their civil rights.
FasTrac College Bound Program
Often students involved in leadership activities are also interested in college. But, the idea of
forging through an unknown path is full of fear and confusion. This FasTrac Program walks
students and their families through the admission process by informing students and family of
the required coursework for college admission, assisting in navigating the application process,
including introducing them to state and federal grants, loans and scholarship searches. FasTrac
College Bound Program also designs activities where students learn applicable skills such as
producing web sights, creating simple machinery, and also creating portfolios, assists students in
accessing local universities and colleges through campus visits, and also provides students with
the opportunity to join classes in college while still in high school. In the past two years
graduating seniors in FasTrac have all applied and have been accepted to a college. There were
five in 2008-2009 and eighteen in 2009-2010. This is quite a feat considering where they started
from.
FasTrac-E
FasTrac-E provides after school and summer programs for youth in grades 4-6, and will expand
to include grades K.3 as well in order to set programs in place that can protect children from
adverse influences. FasTrac-E works to improve academic performance by focusing attention on
areas causing stress and underachievement. The program aims to enhance academic and social
skills as students learn to handle conflict and challenges more effectively, and to interact with
junior high and high school FasTrac students. During the hours following school is when
juvenile crime hits its highest incidence. Community-based after school and summer programs
which are comprehensive can reduce the juvenile criminal activity or being a victim of such, and
lessens the likelihood to engage in risky behavior such as drugs, alcohol, and tobacco, therefore
FasTrac-E is developing into a high priority.
Work-based training and Entrepreneurial Services
These programs aim to prepare students for employment and provide entrepreneurial
opportunities by addressing employment issues in a number of effective ways such as
collaborating with University ofIowa student volunteers, city government, and local business
through internships and jobs. U of I volunteers also work with FasTrac teams to assist with job
searches and skills. Uniquely, FasTrac has established its own entrepreneurial services to provide
work and management experiences to those FasTrac students who have shown progress and
success in achieving their individual goals. Currently, FasTrac has developed its own business to
provide this service: Fast Snack. Teens learn how to track inventory, purchase items at desirable
costs, provide excellent customer service, logistics of navigating and setting up the van, and are
given the opportunity to take pride in something they are building for themselves.
Family Support Services
Success for students is difficult without the support of their families. FasTrac involves families
in goal setting for their child. FasTrac assists in referral to existing family support services in the
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community, as well as accommodates each family's individual needs: working with family
schedules, child care, transportation to activities, and provisions for bus tickets or other modes of
travel. Families need coordination of resources such as job opportunities and resume building.
There are computers set up for this purpose at the Grant Wood Elementary School Gym and
Resource Center, in addition to local libraries. Homeless youth receive similar support and
direction to community support services that provide shelter, health care, and crisis intervention.
FasTrac helps homeless youth reconnect with family and community, as they are entitled to the
same services provided for all participants.
b) List any other agencies, public or private, that provide services similar to Agency.
There are several agencies in Johnson county providing Medicaid waiver services such as:
Systems Unlimited, Reach for Your Potential, The Arc of South east Iowa, REM Iowa, Goodwill
of the Heartland, and ResCare, however each agency has areas in which they excel and other
areas in which they struggle and use the expertise of other agencies.
Other area agencies focused on advocacy and programming for at risk youth include: the Iowa
City Community School District, Kirkwood Community College, Neighborhood Center, and
United Action for Youth.
c) Describe the coordination of efforts between Agency's programs and/or services and
any similar programs and/or services in Johnson County.
Among the Medicaid waiver services providers in Johnson County, there is a lot of collaboration
amongst the agencies in the area. The Executive Directors of all agencies meet on the quarterly
basis to discuss the ways we can all serve the Johnson county area better. The agencies also
collaborate by sharing training information, and securing service placements for the persons
served by each agency.
The at-risk program also works in collaboration with the Iowa City Community School District,
Kirkwood Community College and area businesses. While there are other agencies such as the
Neighborhood Center and United Action for Youth that serve youth as well, each agency's focus
is different. The collaboration with area schools and Kirkwood Community College has aided the
placement of many at risk youth with community employment. Recently, MYEP met with
Goodwill of the Heartland to develop a partnership, and hopefully assist at risk youth with
employment in many of the stores owned by Goodwill of the Heartland, as well as utilize many
of the programs offered through GoodwilJ such as the Job Connection and Employment
Assessments.
2. a) and b)List Agency goals and objectives; include short-term and long-term goals.
What specific need in the community is Agency addressing? (Describe the extent of the
problem, and the major factors in the community contributing to the problem.)
MYEP addresses community needs in two areas:
The Medicaid Waiver Program: Serves children and adults with disabilities who face
barriers to independence, by providing services such as Supported Community Living
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(SCL). SCL is a skill based program that teaches people how to live independently by
learning skills such as money management, safety skills, meal preparation, and domestic
skills, to name a few.
The program also provides respite services, which offer families a break from caring for a
loved one, so they can become rested and ready to handle every day life struggles. MYEP
provides individual respite, group respite to provide a social network for the participants,
and summer camp where the participants can be involved in many fun.filled and learning
activities during the summer months and days in which there is no school. The major
community factor contributing to this program is the long waiting list with other
Medicaid providers, and more and more people moving to the Johnson County area
because of the care their family members are receiving from the University of Iowa.
The Youth Leadership Program (At-risk youth program): MYEP is addressing
community need in the area with the Youth Leadership Program. All the funding
requested with this application will be allocated to this program, to provide for matching
fund for other grants and wages, and stipends for the youth participating in this program.
This program serves area at-risk youth by guiding them back on the right path by
providing after school programming that is tailored to assisting with educational needs,
working with the families to address unwanted behaviors, and getting youth off the
streets and into organized activities.
The major factors in the community contributing to the problem are, lack of structured
and organized activities for junior high and high schooled aged students, the influx of
many families moving to the Johnson County area from other states in search of a better
life, the increasing number of youth growing up in single parent homes, and the poverty
level with the struggling economy.
We are all aware, and continue to become increasingly aware, of the problems in the
Southeast side of the Iowa City community. This program is designed to address some of
these issues.
3. a) Please attach a Salaries & Benefits chart for entire Agency. (Form A) Attached
b) Describe the staff development budget and plan of Agency.
MYEP allocates 1% of every grant received for staff training and development. MYEP
also works in collaboration with the University ofIowa, Center for Disabilities and
Development, and Systems Unlimited, regarding training to decrease the cost of training
staff. MYEP has also developed an In-House training program that staffs have to
complete before starting employment. Some of the training MYEP offers to its staff
includes: Mandatory Reporting, Medication Administration, First Aid, CPR, Brain Injury,
Crisis Prevention Intervention, Positive Behavioral Support (PBS). Waiver 101,
Documentation, Seizures, Identifying and Reporting Domestic, Physical and Sexual
Abuse, Diversity, Personal Outcomes, to name a few. Staffs are also sent to other
institutions for external training and conferences.
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c) In what capacity are volunteers utilized within Agency?
MYEP utilizes volunteers every chance the agency gets. We have a volunteer application
on our website, and also in our building. MYEP fraternizes with the University of Iowa
for regular-basis volunteering, from assisting with the programming to fund-raising.
V olunteers are also recruited for the Youth Leadership Program, and responsibilities
include serving on the Board of Directors, participating in our Speakers' Bureau, and/or
donating expertise such as setting up a musical event, or assisting with board games.
Client Information
4. Provide a succinct, specific description of your primary target population(s). Describe
clients as a group in terms of their needs, requirements, and strengths.
MYEP has two target populations, children and adult with varying disabilities, from
intellectual to physical disabilities. MYEP is approved to provide the Medicaid waiver
services under the following waivers: Intellectual Disabilities Waiver, III and
Handicapped Waiver, Brain Injury Waiver, Children Mental Health Waiver, Physical
Disability Waiver, and Habilitation Waiver. MYEP serves clients in three group settings,
pre-school to grade six, grades seven through twelve, and over 18 years of age. The
requirements are set by the Department Human Service and Mental Health and Disability
Department.
The second population that MYEP targets are the at-risk youth. In this program, MYEP
also has three groups: the fifth and sixth grade After School Program, the seventh and
eighth grade introduction to employment and stipend program, and the ninth to twelfth
grade group utilizing the work-based program that places high school students with
employment at area businesses to acquire skills and also to be involved in a structured
environment. The requirements for this program are set by the MYEP Youth Leadership
Program, and are prioritized with families in low income situations, youth in single
parent household, youth struggling with life situation and in schools. MYEP works with
all the schools to identify youth in need of assistance.
5. Please include an unduplicated count of clients you have served for last year and one
projected year. For your projected and proposed number of clients, please provide a
realistic number based on past number of clients served. (Form B) Attachedl
6. Describe how Agency assesses Client satisfaction and determines successfulness of its
programs and services.
FY12 Community Joint Funding Application
Agency: Mid-Eastern Council on Chemical Abuse (MECCA)
Director: Ronald Berg
Board President: Bill Nusser
Requestor: Ronald Berg
Phone: (319) 351-4357
Email: rberg@meccaia.com
Mailing Address: 430 Southgate Ave.
Iowa City, IA
52240
Website: www.meccaservices.com
Tax ID No: 42-0946031
Fiscal Year: June 30 - July 1, 2012
Mission Statement:
To enhance the health of individuals and communities through community-based
substance abuse, mental health, and other behavioral health services.
United Way Community Priority Area: please indicate agency's priority area(s)
Education
Income
--X-Health
United Johnson Iowa City Coralville
Wa Coun
66,000 358,000 43,000* 4,500
8,923,087 8,923,087 8,923,087 8,923,087
0.7% 4.0% 0.5% 0.05%
* MECCA -$34,050 funding request, ICARE-$8,950 funding request
This submission was considered and approved by (both signatures and date are required):
Signatures:
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FY 2012 Community Joint Funding Application
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AGENCY INFORMATION
1. A) LIST AND DESCRIBE THE PROGRAMS AND SERVICES PROVIDED TO
JOHNSON COUNTY RESIDENTS -
MECCA provides a continuum of programs and services for the treatment and prevention of
substance abuse, mental health, and other behavioral health concerns. All services are
confidential and offered to anyone regardless of age, race, gender, religion, sexual orientation,
ethnicity, or income.
The scope of these programs and services fall under the following categories:
Substance Abuse Treatment: Successful treatment for substance abuse does not occur in
isolation from other essential services. Therefore, our philosophy for the treatment of substance
abuse and co-occurring disorders is the "continuum of care." A comprehensive continuum of
community-based care includes these services:
./ on-site or easily available detoxification I,
./ comprehensive outpatient services for adults and adolescents,
./ specialized services for women and children,
./ comprehensive halfway services and transitional housing,
./ primary residential/inpatient services and
./ continuing care services.
Description of Services:
Evaluation and assessment: A thorough evaluation and assessment clearly and effectively
determines the extent of difficulties experienced and appropriate level of care.
Detoxtfication: Detoxification provides a safe and supervised place for people to withdraw from
extreme drug use while they are closely monitored and supported.
Family Services: Residential and outpatient treatment services include family groups to provide
education and support for concerned persons. Assistance to concerned persons is available even
if the substance abuser is not involved in treatment.
Adolescent Outpatient: MECCA offers adolescent counseling services on a group, individual and
family basis. Services are coordinated with other community agencies serving youth.
Adult Outpatient: Outpatient treatment is designed for adults with moderate substance abuse
difficulties. Outpatient services are tailored to the needs of the individual and may include
counseling sessions provided in a group, individual, or family setting. The frequency and amount
of treatment depends upon individual need.
I MECCA operates the only /Tee standing (non-hospital) detox unit in Johnson County.
Residential (Inpatient): Inpatient services offer individuals with substantial substance abuse
problems daily intensive treatment contact in a 24-hour setting.
Day Treatment: This level of care provides slightly less intense care than residential services and
without the 24-hour "live-in" support.
Continuing Care: Individuals completing the primary treatment phase of recovery from alcohol
and drugs need continued support to maintain recovery. MECCA offers group meetings on a
weekly basis and works with other community agencies and support groups to connect clients
with the resources and assistance they need.
Halfway House: MECCA's halfway house services are structured so persons stabilizing their
recovery from substance abuse can work and/or go to school and vocational programs while
maintaining the changes they have made.
Transitional housing: This two-year program provides safe, affordable, substance-free housing
for families in substance abuse recovery with the goal of fostering self-sufficiency through
ongoing substance abuse treatment and case management services.
Case Management Services: The goal of case management services is to enhance substance
abuse treatment success through the coordination of community resources.
· MECCA' s Women and Children Services addresses the special needs of women by
providing treatment and accessing a variety of resources to enhance treatment successes
for both mother and children.
· Co-occurring services are designed to best integrate treatment services for clients with
co-occurring mental health and substance abuse concerns.
Substance Abuse Prevention: Prevention services provided in Johnson county include a wide
range of evidenced-based programs, presentations and trainings available to schools, parents,
coalitions, businesses and communities.
The role of prevention is to create healthy communities by establishing the following conditions:
· Healthy environments at work and in schools
· SuppOltive communities and neighborhoods
· Positive connections with families and friends
· Drug and crime free neighborhoods
Community Coalitions: MECCA collaborates with and provides support to coalitions in Johnson
county. Coalitions bring together diverse groups and sectors of the community to work toward a
common goal of building safe, healthy and drug free communities. They engage in the following
activities:
· Spearheading initiatives to change state and local policies
· Increasing community awareness of substance abuse issues
· Developing positive activities for youth
· Reducing youth access to alcohol, tobacco and other drugs
Parent/Family Education: MECCA provides a wide range of prevention services to educate
parents about effective strategies they can use to prevent substance abuse problems from
occurring in their families. Programs are provided to civic and faith organizations, parent teacher
organizations, childcare and after school centers, family resource centers or any other interested
parent groups in the community.
School-Based Services: MECCA's staff is available to facilitate a variety of research-based
prevention curriculum or one-time presentations in schools to students of all ages. Programs for
students are designed to increase their knowledge about the risks of substance use and teach
skills like,
· Making healthy decisions
· Communicating effectively
· Identifying and achieving goals
· Developing positive friendships
· Resisting pressures to use alcohol, tobacco and other drugs
For Faculty and School Staff: Presentations and consultations for faculty, staff and
administration are available on topics related to the abuse of alcohol, tobacco and other drugs.
Examples include:
· Presentations on the signs and symptoms of student substance abuse
· How to identify and refer students who need help for substance abuse issues
· Data on trends in youth substance use
· Development of effective policies to reduce substance abuse by students
Site Based Counselors: MECCA Prevention Services staffs a full-time, on-site counselor at City
High School and West High School in Iowa City and another full-time counselor who splits his
time between Solon and Clear Creek Amana high schools. These counselors provide prevention
education, SUPPOlt, consultation and referral services to students, faculty, staff and parents.
Workplace Services: The purpose of Drug Free Workplace training and consultation is to assist
organizations in maintaining compliance with state and federal regulations as well as support
supervisors in successfully addressing performance issues that may be substance abuse related.
Training topics may include,
· Signs and symptoms of substance abuse in the workplace
· How to address a substance abuse problem with a co-worker or employee
· Where to go for help with substance abuse
Consultation services include,
· Development of tobacco-free campus policies
· Development of drug-free workplace policies
· Referral information on drug-testing
Early Intervention Services (EIS): EIS is a six-hour, research-based program provided for youth
who have received a drug or alcohol charge, have been found in violation of their school's good
conduct policy or have experienced another substance use incident and would benefit from
additional education. In EIS, youth learn,
· How to make choices that protect the things they value
· How an individual's biology, along with social and psychological influences, interact
with personal choices to determine outcomes
· How to prevent both health and impairment problems
· What research says is low risk for drugs and alcohol
· How to identify one's personal level of risk for developing problems with drugs and
alcohol
· How to develop individualized low risk guidelines to prevent future problems with drugs
and alcohol
12 Hour OWl Course: MECCA's OWl curriculum helps participants estimate their personal
level of risk for developing alcohol or other drug problems teaches specific, research-based
guidelines and helps participants to develop a specific action plan to avoid further problems with
alcohol or drugs.
The OWl Course meets the Department of Education and Department of Transportation
requirements under Iowa law 3211.2 and 3211.17.
Additional MECCA Proe:rams and Services: We offer a range of other services including
Problem Gambling, HIV/AIDS, Case Management, Co-Occurring Disorder Services, OWl
treatment program, and Drug Testing services.
Behavioral Health Services: Health services include our Synchrony Employee Assistance
Program (EAP) and mental health counseling services. EAP services provide support to
employees and employers alike who may struggle in the workplace for a variety of reasons from
alcoholism to stress. Synchrony services also include mental health counseling by licensed
clinicians.
Problem Gambling Services: MECCA Problem Gambling Services, our newest program,
provides treatment and prevention services for Johnson County residents experiencing problem
gambling behaviors.
Iowa Center for AIDS Resources and Education (ICARE) HIV/AIDS services: ICARE is an
independent program of MECCA that provides support and health services for HIV / AIDS
clients and their concerned others. Services include but are not limited to case management,
intake, assessment, care planning, benefits counseling, advocacy, crisis intervention, emotional
and social support, health literacy and referral, financial assistance, housing assistance,
nutritional supplement assistance, transportation, testing and respite care.
Drug Testing: Drug testing is available for employers, family members, monitoring of clients
while in treatment, and to meet the Department of Transportation requirements for drivers and
other safety sensitive positions.
Contracted Services: MECCA staff provide services in a variety of onsite settings for many
organizations. This includes assessments in settings including services at Johnson County Jail.
MECCA's prevention and treatment services are gender specific; culturally competent and
affirming; outcome oriented; and focused on the least restrictive interventions.
B) LIST ANY OTHER AGENCIES, PUBLIC OR PRIVATE, THAT PROVIDE
SIMILAR SERVICES-
No other organization in Johnson County provides the full range of substance abuse services that
MECCA does, but there are organizations that provide stand alone services.
Treatment: St. Luke's Hospital in Cedar Rapids and the University ofIowa both operate
outpatient substance abuse programs in Iowa City, and the Area Substance Abuse Program, a
private practice office in Iowa City, provides treatment services.
Prevention: Agencies involved with prevention services include United Action for Youth,
Neighborhood Centers of Johnson County, Big Brother/Big Sister, Youth Homes, as well as the
County's Sheriff and Police Departments.
Mental Health: The Community Mental Health Center in Iowa City
HIV / AIDS: Johnson County Public Health (JCPH) and University of Iowa Hospitals and Clinics
also provide services to persons living with HIV / AIDS.
C) DESCRIBE THE COORDINATION OF PROGRAMS AND SERVICES WITH
SIMILAR SERVICES IN JOHNSON COUNTY -
MECCA actively pursues combining resources for greatest efficiency and greatest benefit to
Johnson County residents. Recent examples include MECCA's participation on a crisis
stabilization grant application submitted to Magellan by Linn and Johnson county service
providers, and facilitating a discussion among community partners how ways to improve co-
occun-ing services in Johnson county.
We also coordinate prevention services with other United Way and publicly funded agencies,
including local school districts, colleges, community coalitions, and other community partners
who serve youth, such as United Action for Youth and the University ofIowa. We have been
ardent supporters of public policy initiatives such as the 21 ordinance to limit access to alcohol
among underage persons. We continue to facilitate open communication with Johnson County
Public Health and U of I Hospitals by coordinating meetings with regard to HIV / AIDS services.
2. A) LIST AGENCY GOALS AND OBJECTIVES, LIST SHORT AND LONG-TERM
GOALS
SHORT TERM GOALS
1. Decreased public funding.
1. Increase efficiencies to stretch available
funding.
2. Identify additional third party payment
sources.
3. Increase efficiencies to maximize current staff
2. Decrease in clients' ability to pay.
3. Reduction in staff.
I capabilities.
LONG TERM GOALS
~ We have begun the process of applying for national accreditation with the Commission on
Accreditation for Rehabilitation Facilities (CARP). We hope to become accredited by 2011.
~ We will be fully integrated in Recovery Oriented Systems of Care principles by 2012.
~ Prepare and implement strategies to address changes stemming from Health Care Reform by
2014.
B) WHAT NEED IS THE AGENCY ADDRESSING IN THE COMMUNITY -
According to the National Survey on Drug Use and Health in the United States, 23.6 million or
9.6 percent of persons aged 12 or older needed treatment for an illicit drug or alcohol use in
2006. Of these, about 4 million persons aged 12 or older or 1.6 percent of the population
received some kind of treatment for a problem related to the use of alcohol or illicit drugs.
Therefore, 19.6 million persons or 8 percent of the population aged 12 or older who needed
treatment for an illicit drug or alcohol use problem did not receive treatment.2
Moreover, an estimated 22.6 million persons (9.2 percent of the population aged 12 or older)
were classified with substance dependence or abuse in the past year based on criteria
specified in the Diagnostic and Statistical Manual of Mental Disorders, 4th edition (DSMIV).3
In Johnson County, with a population of around 125,000, this translates to about 12,000 people
annually in need of treatment each year, but with only 2,000 that actually receive some form of
treatment. This leaves about 10,000 people in Johnson County every year that do not get the
treatment they need for substance abuse.
The presence of the University ofIowa in Jolmson County only augments these numbers because
of the more permissive attitude toward alcohol and illicit drug use among college aged students.
According to the same survey,
Young adults aged 18 to 22 enrolledfull time in college were more likely than their peers
not enrolledfull time (i.e., part-time college students and persons not currently enrolled
in college) to use alcohol in the past month, binge drink, and drink heavily.
Past month alcohol use was reported by 66.4 percent offull-time college students
compared with 54.1 percent of persons aged 18 to 22 who were not enrolledfull time.
Binge and heavy use rates for college students were 45.5 and 19.0 percent, respectively,
compared with 38.4 and13. 3 percent, respectively, for 18 to 22 year olds not enrolled full
time in college. 4
2 U.S. Department of Health and Human Services. Substance Abuse and Mental Health Services Administration
(SAMHSA). p. 74
J Of these, 3.2 million were classified with dependence on or abuse of both alcohol and illicit drugs, 3.8 million
were dependent on or abused illicit drugs but not alcohol, and] 5.6 million were dependent on or abused alcohol but
not illicit drugs. p. 69
4 Survey. pg. 34. Local data suggest that up to 60% ofUI students binge drink in the past 30 days.
According to the 2006-2010 Iowa City Consolidated Plan (CITY STEPS), MECCA's programs
and services address a variety of needs in the community from treatment and prevention for
substance abuse, co-occurring mental health disorders, transitional housing for families, and HIV
/ AIDS programming. 5
The Iowa Department of Public Health reports for 2009 indicate that there were 127 new HIV
diagnoses in Iowa, up 18% from the previous year. After Polk and Scott counties, Johnson
County ranks third highest in the state for number of HI V diagnoses. Thus far in 2010, ICARE
has seen a 250% increase in the number of referrals for case management services as well as an
increased need for financial aid. The Housing Opportunities for Persons with AIDS (HOPW A)
list has almost tripled this year.
Although new diagnoses in 2010 have not surpassed 2009, other trends are emerging. There has
been a significant increase in the population of people aged 45 to 54 who are HIV+. A higher
number of people in that age group are moving back to Johnson County. Typically, these persons
have poorer health and fewer resources and require a much higher level of support.
Transitional housing services fill an identified, high priority, community need for low-income
transitional housing and treatment for substance abuse. Additionally, transitional housing is a
high priority for low-income families. 6
Section IV of the Strategic Plan identifies two obstacles that prevent these needs from being met.
The first is lack of funding. Although there are services available for low-income households,
including housing, there simply isn't enough money to adequately satisfy all the needs. And two,
there is an underlying attitude in the community against low-income housing7 as well as the
perception among many people that addiction is a choice not a disease. Consequently, both
public funding and support reach a threshold that continues to fall short of meeting these
identified needs.
3. A) SALARIES AND BENFITS CHART (PLEASE SEE FORM A)
B) DESCRIBE THE STAFF DEVELOPMENT BUDGET AND PLAN -
All employees receive initial training on clinical topics in ethics, confidentiality, and staff / client
boundaries as well as customer service, safety, and Child & Dependent Adult Abuse training.
In-service training on various topics occurs during monthly all-staff meetings. Professional and
clinical staff are required to attend trainings necessary to obtain or maintain certifications and/or
licenses.
Prevention and clinical also attend the University oflowa Helping Professional's summer school
and Governor's conference trainings every year. Supervisors and managers attend monthly
trainings on topics covering interviewing, permanence, appraisals, employment laws, ethics,
communication, delegation, and leadership. Clinical staff also attend their own monthly
trainings in motivational interviewing, de-escalation, best practices, and dealing with upset
clients among others.
52006 -2010 Iowa City Consolidated Plan. pgs: 110,114, 115, 118,129
6 City Steps. pgs. 97-99
7 ibid. Pg. 97
Issues and concerns: As budget issues increase and positions are held open due to reduced
funding, staff morale becomes an increasingly important concern. MECCA conducts annual
employee surveys to monitor among other issues, staff satisfaction with the work environment
and implement action plans to address identified areas for improvement. Results from this
process include improved turnover numbers for the last two years, and reports of greater
satisfaction. Action plans for the coming year include improved orientation and training
schedules to better equip staff to meet the challenges of their positions
Training and staff development budget:
· FY 10 training and staff development actual = $37, I 08.36/ $30,777 for Eastern Iowa
· FYII budgeted = $34,465/ $27,500 for Eastern Iowa
C) VOLUNTEER UTILIZATION-
MECCA's Volunteer Program provides a bridge connecting our mission, our services, and our
clients to the larger community. Volunteers are recruited through fundraising events, volunteer
fairs, online sources, word-of-mouth and referrals.
In 2007, MECCA hired a full time volunteer & special events coordinator who matches
volunteers' interests and experiences to a variety of oppOliunities and needs at MECCA.
Involvement occurs at many different levels, from folding brochures, answering calls and
entering data to planting flowers, assisting with prevention programs and helping maintain clean
and welcoming facility grounds.
Interested candidates complete an application and background check information form and are
then matched with current volunteer opportunities. All volunteers are provided with an
orientation training along with regular performance feedback and the opportunity to provide their
feedback to MECCA.
CLIENT INFORMATION
4. NEEDS, REQUIREMENTS AND STRENGTHS OF TARGET POPULATION -
MECCA provides substance abuse and problem gambling treatment services to any person
regardless of gender, gender identity, age, income, race, or sexual orientation. MECCA also
provides HIV / AIDS support services to persons living with HIV / AIDS and their families and
significant others through the Iowa Center for AIDS Resources and Education (ICARE)
program. Individuals participating in our prevention and other behavioral health programs range
in age from preschool children to elderly persons.
MECCA treatment services include services with low to very low income clients who typically
enter treatment while dealing with other issues or complications due to legal infractions,
unemployment or underemployment, unstable housing, childcare, transportation or lack of health
insurance. As sllch, most of our clients address these issues simultaneously. The strength of this
population is that they often times have considerable motivation to succeed by the time they
reach our door step.
MECCA prevention services places a heavy emphasis on early intervention and prevention
education programming for youth. In both urban and rural settings, we target youth of all ages.
This population is important to our programming because a majority of alcohol, tobacco and
other drug addictions begin during the teenage years. The strength of this group is that most
have not yet developed an addiction and they are more open to new ideas and change.
Employee Assistance Program (EAP): Substance abuse and mental health issues greatly
impact the workplace in terms of productivity, absenteeism and morale. Employers recognize
the need for services to address these issues, to ensure happy and healthy employees and a safe
workplace. EAP services provide confidential, short-term counseling, assessment, and referral
services to employees and family members in Johnson County. EAP also offers employers
management services that include supervisory consultation and training options.
ICARE: ICARE currently provides services for persons who are HIV positive and HIV
negative. This population includes concerned others, hard-to-reach populations, minorities, and
injecting drug users. ICARE currently provides case management services to HIV positive
African Americans who constitute 29% of all ICARE clients and 19 % of all clients in Johnson
County as well as African American women who make up 12% ofICARE's clients.
Many of these people must also deal with other issues such as unemployment or under-
employment, unstable housing, childcare, food, transportation and lack of health insurance.
Another important need is social networking with other persons with AIDS, concerned others
and the community. The nature of the disease tends to isolate people from these essential social
supports and prevents them feeling connected to and comforted by others.
Transitional Housing: The transitional housing program is designed to house low-income
parents who are in treatment who want to live with their children in supported housing.
Area served: MECCA's primary administrative, financial, prevention, outpatient, transitional
housing and residential facilities in Iowa City also serve the residents of Solon, Tiffin, Hills,
Oxford, and Coralville in Johnson County.
Site-based Counselor services: MECCA provides direct prevention counseling and referral
services for adolescents at four Johnson County High Schools. Adolescence is a pivotal time for
making healthy decisions around substance use, and there is a strong need for direct, confidential
services that are readily accessible to this age group.
Jail-based Services: MECCA provides substance abuse assessment services at the Johnson
County Jail to individuals charged with Operating While Intoxicated (OWl), or other substance-
related charges, including but not limited to Public Intoxication or Possession of Controlled
Substance. Services are provided to indigent individuals residing in or recently released from the
Johnson County jail, as ordered by the court.
5. CLIENT COUNTS (PLEASE SEE FORM B)
Client data for MECCA's varied range of services are collected and entered into a number of
databases.
MECCA recently implemented Profiler, a new client database (effective July 1,2010), which
replaced our Unicare system. Profiler now manages our client accounts receivable and electronic
billing, as well as reporting data to the Substance Abuse Reporting System (SARS) required by
the state. ICARE, Problem Gambling Services, OWl clients, Access to Recovery and Prevention
Services each have their own databases, reportable to the appropriate funding streams.
6. CLIENT SA TISF ACTION AND DETERMINATION OF SUCCESSFUL OUTCOMES-
Data collection, monitoring, reporting: MECCA currently provides monthly admission,
discharge, and encounter data to the Iowa Department of Public Health as required with the
Substance Abuse Reporting System (SARS). This monthly report summarizes all client data
from all office locations, for all counseling staff, and across all levels of care. Monthly
prevention data reports are also compiled and repOlied on for our community education and
prevention activities. Prevention surveys and evaluations provide valuable information about the
effectiveness of programs and services in regard to adolescents' attitudes about use, their
perception of risk/harm, and their intentions toward future use.
At the time of hire, counselors and data entry personnel are provided comprehensive training on
SARS. The training focuses on items that are open for interpretation, such as waiting time for
treatment and type of discharge. The SARS manual is used for guidance in presenting this
training, as well as direct communication with state officials for clarification.
MECCA also employs a separate database system (Profiler) to gather a portion of the SARS
information for internal tracking, the remaining information is then gathered directly through the
SARS system. This dual collection system permits us to run accuracy checks to identify data
entry errors prior to submission, which reduces required corrections. Each month, MECCA's
count of clients from internal monitoring is then compared to that reported through reports
presented by Magellan Health Services to verify that our numbers are consistent.
Quality Improvement: Through MECCA's involvement with NIA Tx (Network to Improve
Addiction Treatment), supported by the Robert Wood Johnson Foundation, we have
implemented Quality Improvement activities that focus on rapid change cycles to achieve
improvements. Four AIMS are identified as our focus that includes: 1) Increase retention, 2)
Increase admissions, 3) Decrease no-shows, 4) Decrease wait times.
MECCA's quality improvement plan is reviewed yearly and evaluated at least quarterly. The
plan is overseen by the Quality Improvement and Assurance Committee, a committee of the
Board of Directors. The committee tracks performance measures and works to identify and
resolve quality issues.
New this year, MECCA has begun administering Welcome Surveys to all new clients in all
levels of care, to learn how we may improve our facilities, staff interactions, and programs in
terms of providing a warm and welcoming environment.
Discharge: Individualized plans for discharge and continuing care begin at the time of admission
and continue throughout treatment. Proper discharge plans ensure that adequate services and
plans are in place prior to the termination of primary care services or a pmiicular level of care.
They are developed in conjunction with the client, based on client needs, and are continually
reassessed as treatment progresses.
Discharge plans incl ude referrals for needed services, enlistment of family and other support,
relapse prevention plmming, and an invitation to return for additional assistance if needed. All
aspects of discharge planning must include the client and be flexible and achievable. Many
clients have good intentions to follow through with sobriety after primary treatment; discharge
planning assists them in matching their behavior to their intentions.
Since many clients have a myriad of needs, prioritizing is essential throughout all phases of
assessment and treatment. Discharge planning may include referrals to a variety of community
resources including mutual-aid groups (such as AA and NA), mental health services, family and
relationship counseling, vocational rehabilitation, medical services, and housing assistance.
Counselors educate clients about various services, assist in selecting appropriate resources, help
in determining the most immediate needs, and teach clients how best to utilize the services.
Services that begin while an individual is in primary treatment (like mutual-aid groups) and
continue throughout recovery are especially helpful in ensuring continuity of care. This
connection is further facilitated by outside services meeting within our facilities, such as AA,
NA, and domestic violence support groups. Continuing care plans need to strengthen and
enhance the work begun in primary treatment. In addition, through a comprehensive case
management model of treatment, continuing care services are enhanced by integrating clients
into other community based services.
MECCA completes each discharge by offering clients the opportunity to respond to an
evaluation of all services received at MECCA. The results of these surveys inform specific and
general delivery systems as well as ongoing customer service and quality improvement
protocols.
FINANCIAL MANAGEMENT
7. PLEASE SEE ATTACHED FY08 FINANCIALS AND FY09 BUDGET-
8. A) DESCRIBE THE NEED FOR COMMUNITY IMP ACT FUNDING FROM THE
UNITED WAY-
MECCA's state public health dollars are capped so they do not increase proportionate to the
number of clients served. Ifwe serve more people in any given year the funding amount does
not change accordingly. However, in the reverse, if we serve fewer people, we are subject to
reductions in funding.
Consequently, like many other non-profits, we struggle to find unrestricted funds to sustain
essential operational, administrative and programmatic functions. These services include
information and referral services for families, pre and post treatment services, supplemental
rental assistance for transitional housing, childcare services, HIV / AIDS supportive services,
and detoxification services.
United Way's Community Impact funding provides the funds that allow us to maintain direct
services not funded through public health dollars, when costs exceed the cap or for other
un budgeted expenses.
Need for local funding - Like UWJC funding, local government money provides unrestricted
funds that allow us to maintain a number of core administrative and services functions including
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United Way of Johnson County
FY12 Community Joint Funding Application
Agency: Neighborhood Centers of Johnson County
Director: Brian Loring
Board President: Caroline Sheerin
Requestor: Brian Loring
Phone: 319-358-0438
Email: b rian -10 ring@ncjc.org
Mailing Address: P.O. Box 2491
Iowa City IA 52244
Website: www.ncic.of1!
Tax ID No: 42-1060964
Fiscal Year: 7/1- 6/30
Mission Statement:
Neighborhood Centers of Johnson County is dedicated to creating a better future for people
and neighborhoods through programs that educate, strengthen families and create a sense
of community.
United Way Community Priority Area: please indicate agency's priority area(s)
./ Education
./ Income
Health
-
United Johnson Iowa City Coralville
Way County
Total Request for Community 115,000 80,000 95,000 2,000
Impact Fundine: FY12
Total Budget 2,000,000
% of Total Budget 5.75% 4% 4.75% .01%
This submission was considered and approved by (both signatures and date are required):
Signatures:
date
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date
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United Way of Johnson County
CITY OF IOWA CITY
Please attach a written summary addressing the following list and reference your responses to their
relative numerical order. In responding, please endeavor to furnish the necessary information in a brief
but complete manner. If a response is not applicable to the Agency, provide the explanation of omission.
Agency Information
1. a) List and describe the programs and/or services provided to Johnson County residents by the
Agency.
. Child Development: Programs for children birth to 5 years. Includes child care for infants,
toddlers and preschoolers. We also provide home visits and therapeutic support for young
children with special needs.
. Youth Development: Programs for school-age children include afterschool programs,
summer day camp, enrichment programs (music, art, foreign language, sports camp, golf,
etc.), health and wellness, tutoring and pre-employment.
. Family Development: Provides support to parents and families through home visitation
programs, parenting classes, English Language Learners, adult basic education, issue/activity
focused adult groups, and family literacy (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 southeast side ofIowa City.
Some of the issues addressed have been: organizing a community-based response to violence
in SE Iowa City; supporting newcomers; employment/fairs; getting a crosswalk at Broadway
& Hwy 6; sponsoring candidate forums and addressing rapid growth in a small community.
b) List any other agencies, public or private, that provide services similar to Agency.
Hawkeye Area Community Action Program
Family Resources Centers - Iowa City Community School District
c) Describe the coordination of efforts between Agency's programs and/or services and
any similar programs and/or services in Johnson County.
We coordinate Head Start programming and case management services with HACAP and the
Iowa City Community School District. With the addition of the State Voluntary Preschool
classrooms, we have coordinated the placement and funding for classrooms at Grant Wood
School and the Broadway Center with the ICCSD and HACAP to better match the current need in
those neighborhoods. We have also pooled resources with the ICCSD to expand afterschool
opportunities at Mark Twain, Grant Wood, Lemme, Mann and Roosevelt.
2. a) List Agency goals and objectives; include short-term and long-term goals.
. Child and Youth Development Goal: 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.
. Family Goal: Families will engage in quality interactions that strengthen their family and
increase parenting skills and knowledge of typical child development.
. Adult Goal: Adults will strengthen their networks of support, work towards developing life
skills necessary for achieving their personal goals, meeting their diverse needs an attaining
self-sufficiency.
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b) What specific need in the community is Agency addressing? (Describe the extent of the
problem, and the major factors in the community contributing to the problem.)
Low-income families are the primary target of our programming efforts. However, the needs of
those families began to change in the mid 1990s as state and federal welfare reform began to take
hold, we began to see a change in the type and scope of support families were requesting from the
Centers.
As parents entered or re-entered the workforce, a discouraging deficit in the availability of
dependable, quality childcare became increasingly apparent. For the families in our
neighborhoods, two other critical factors served to further narrow the pool of available childcare
placements. Limited access to transportation has made the location of the childcare important,
and because most of our families must pay for their care with a subsidy, finding a provider that
will accept that subsidy has become an enormous barrier.
Meanwhile, for the past decade, Iowa City and Johnson County have been undergoing a
demographic transformation, which has resulted in increased demand for youth and family
services. The changing demographics are reflected in increases in the free/reduced lunch
enrollment in the neighborhoods we serve. The area that has experienced the largest increase has
been the Grant Wood School. From 1997 to 2009, the Grant Wood school free/reduced lunch
enrollment went from 29% to 56%. With an enrollment of 530 children that means almost 300
children at Grant Wood are eligible the for free/reduced lunch program. During that same period,
the minority population at that school jumped from 20% to 55%. Furthermore, 16% of students
at Grant Wood come from families for whom Spanish is the first language.
Neighborhood Centers prides itself on our ability to adapt to the changing needs in our
neighborhoods. Over the years, the needs and barriers for children and family evolve but our
goals remain consistent. We collaborate with low-income adults to help them find success as
parents, workers, neighbors and citizens. We provide education and support programming for
children and youth to help them make key life transitions and become happy and independent
adults.
3. a) Please attach a Salaries & Benefits chart for entire Agency. (Form A)
b) Describe the staff development budget and plan of Agency.
The budget for last year staff development was $19,800. Neighborhood Centers of Johnson
County provides numerous training and development opportunities for staff. All staff, upon
hiring, receive two-full days of internal training, covering topics such as personnel policies;
licensing regulations; child development, community development, youth development and
family development. In addition, all staff receive 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.
We also provide monthly training for staff working in the child development programs to work
on CDA certification; covering all aspects of teaching, guiding, and developing young children.
NCJC has sent a "team" to attend on-going training in Positive Behavior Supports (PBS) and
trains all staff at a monthly 3 hour in-service.
Finally, Neighborhood Centers of Johnson County offers numerous opportunities to attend
workshops and conferences presented by outside resources. Generally, teachers and assistant
teachers attend the IAEYC conference. Teachers have also attended car seat safety training and
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literacy program training. Seven family support workers are trained in Parents as Teachers
curriculum. NCJC has applied for Parent Support Certification through the state of Iowa. Youth
coordinators have attended Youth Program Quality Assessment, School Age Classroom
Environmental Rating Scale and the Ul Social Foundations Understanding Poverty.
c) In what capacity are volunteers utilized within Agency?
We use volunteers in a variety of areas. Through our partnership with the Restorative Justice
Committee, community service volunteers assist us in building repair, planting, and neighborhood
cleanup. Students from the University of Iowa work in tutoring, afterschool and teen programs.
This past spring we started a very successful tutoring program that placed over 65 volunteer
tutors with a child at our Broadway and Pheasant Ridge Centers. This fall we hope to expand the
program out into the schools and include Big Brothers Big Sisters as a partner for tutoring
matches that want to expand the relationship. Volunteers also tutor adults in learning English and
working on their GED. Volunteers from Kohl's assist us in large community events that work on
issues of obesity. We also receive great volunteer support for some of our graphic design needs.
Client Information
4. Provide a succinct, specific description of your primary target population(s). Describe clients as
a group in terms of their needs, requirements, and strengths.
Neighborhood Centers of Johnson County facilitates programs located in subsidized housing
areas in the most diverse areas of Johnson County. Families in these neighborhoods are often at
transitional times in their lives. For some families, they are moving into these neighborhoods
seeking respite from very chaotic and violent environments to make a better life for their families.
For Latino families, they are often moving into Johnson County for employment opportunities in
construction and manufacturing.
As high-need families continue to make our neighborhoods their new home, we are aware that we
must act to help make their transition successful, particularly for the young children. We
recognize that the success of children is linked to community's involvement in the education and
support of all children. Fortunately, the Johnson County and Iowa City community has a long
history of accepting responsibility for our children. Our family-centered and community-based
approach provides a long-term commitment to improving the quality of life for families in the
low-income neighborhoods we serve.
Listed below are the neighborhoods that we serve:
The Pheasant Ridge Center is located at 2651 Roberts Road, on the west end of Iowa City. The
primary target area is the Pheasant Ridge Apartment complex, located on Roberts Road and
Bartelt Road. The Pheasant Ridge Center also extends services to low-income and subsidized
areas in and around the complex. At this time, those neighborhoods include Petsel Place,
Clearwater Court, Westwinds Drive, Emerald Court and Douglas Court.
The Broadway Center is located at 2105 Broadway Street, on the southeast side ofIowa City.
The Broadway Center provides services to families living in the southeast quadrant of Iowa City,
an area east ofHwy. 1 and south ofHwy. 6. That incorporates many of the subsidized units in
Johnson County on the tenth of a mile that is Broadway Street, as well as the surrounding area.
Children from our target neighborhoods attend Grant Wood, Twain and Roosevelt Elementary
Schools. At Wood and Twain, NCJC operates preschool, family literacy and before and after
school programs. At Roosevelt, we are collaborating on the after school program. We offer
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support services in three Latino neighborhoods in Johnson County - Forest View, Regency and
Breckenridge. This fall, in collaboration with the Iowa City Community School District, we will
be offering afterschool programming to Latino children at Horace Mann elementary.
5. Please include an unduplicated count of clients you have served for last year and one projected
year. For your projected and proposed number of clients, please provide a realistic number based
on past number of clients served. (Form B)
6. Describe how Agency assesses Client satisfaction and determines successfulness of its programs
and services.
. Client: Through Neighborhood Advisory Councils, surveys and issue-based focus groups.
We meet regularly with parents and stakeholders for our programs and provide
opportunities for input and feedback on programming and events through these meetings.
Classrooms conduct parent meetings to discuss curriculum, classroom structures and
organize family events. Parents also feel empowered to offer input in more informal ways
through conversations with management.
. Community: Through United Way, reviews by funders and accreditors, City Steps focus
groups, our board of directors and informal input from partners and community members.
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United Way of Johnson County
FY12 Community Joint Funding Application
Agency: Rape Victim Advocacy Program
Director: Karla S. Miller
Board President: Sam Cochran
Requestor: Diane Funk, Assistant Director
Phone: 335-6001
Email: rvap@uiowa.edu
Mailing Address: 332 S. Linn Street, Suite 100
Iowa City, IA 52240
Website: www.rvap.org
Tax ID No: 42-6004813 (University of Iowa)
Fiscal Year: June 30
Mission Statement:
The Rape Victim Advocacy Program provides confidential, accessible support and
advocacy to victims/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.
United Way Community Priority Area: please indicate agency's priority area(s)
Education
Income
X Health
United Johnson Iowa City Coralville
Wa Coun
$27,125 $17,140 $12,600 $3,150
$616,783 $616,783 $616,783 $616,783
4.40% 2.78% 2.04% 0.51%
This submission was considered and approved by (both signatures and date are required):
Signatures:
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Agency Information
RV AP provides rape crisis services and educational programs to Johnson County residents.
Comprehensive crisis services include: (1) the 24-hour Rape Crisis Line; (2) in-person medical,
legal, court, and systems advocacy; (3) individual counseling by certified sexual assault
counselors; (4) support groups, and (5) direct services for the significant others of
victims/survivors of sexual abuse, sexual harassment, dating violence, and stalking. Services are
provided by RV AP staff and trained volunteers. All services are free and confidential.
Rape prevention/education programming is an integral part of our services. Education is vital to
reducing sexual violence perpetration and victimization. Our education and risk reduction
programs: (1) teach healthy relationships; (2) dispel myths about sexual abuse and victims of
sexual violence; (3) increase awareness ofRV AP services and programming in communities we
serve; (4) teach risk reduction techniques; (5) train area professionals on best practices in serving
sexual assault victims/survivors, and (6) cross-train individuals and agencies on responding to
victims and policy matters. We maintain a significant lending library for victims/survivors and
their significant others, students, reporters, and the public; and we maintain an extensive
webpage (www.rvap.org) (la).
The Domestic Violence Intervention Program (DVIP), United Action for Youth (UA Y), and
RV AP each have distinct services that we coordinate when working with victims of sexual
assault (including adolescent victims), domestic and dating violence, and stalking (l b).
RV AP addresses a particular niche in these collaborative efforts. We are the only agency dealing
exclusively with sexual assault and sexual harassment. We are the recognized agency providing
hospital advocacy for victims of sexual violence. RV AP also is the only agency exclusively
focusing on sexual abuse prevention/education. Since RV AP provides services to victims of sex-
related crimes, we work with DVIP and UA Y clients to meet their varied needs.
For example, we accompany a teenager to the hospital for the sexual assault exam, and refer the
client to UA Y for follow-up services. UA Y works with teens on other areas of their lives, but
refers them to RV AP to work on sexual abuse issues. Likewise, we help a battered woman with
sexual abuse issues, including marital rape and past sexual abuse issues, and DVIP assists the
victim with living accommodations, getting the kids to school, obtaining a restraining order (and
other security issues), and works to find the client ajob. We collaborate with DVIP to provide
services to Spanish-speaking clients. RV AP and DVIP co-facilitate a support group for Spanish
speaking victims of domestic violence and sexual assault. We also work together to assist these
victims with issues related to their immigration status.
Additionally, whenever possible, our two bi-lingual staff members assist other Johnson County
agencies in meeting the needs oftheir Spanish-speaking clients. RV AP staff has assisted with
translation at DHS, Public Health, Free Medical Clinic, Johnson County Attorney's office,
Mobile Health Clinics and the Iowa City Schools (l c).
2
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The RV AP goals and objectives are outlined below (2a).
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Crisis & Counseling Services
Provide crisis Staff a 24-hour crisis hotline x x x
intervention to victims Respond to in-person advocacy requests on a 24-hour basis x x x
of sexual assault and Maintain and establish new relationships with other agencies x x x
their significant others serving sexual assault victims to deliver best possible services
Provide counseling to Provide individual counseling services x x x
victims of sexual Conduct support groups for sexual assault survivors x x x
assault and their Increase counseling capacity by collaborating with the VI x x x
significant others Counseling Psych Dept. Set R V AP as a practicum site
Create and conduct a support group for victims of stalking x
Increase awareness of Develop and institute a marketing strategy for RV AP crisis and x
R V AP services counseling services
Services to Underserved Populations
Provide crisis Recruit and train staff & volunteers to respond to Spanish crisis x x x
intervention and calls
counseling to Spanish- Co-facilitate "Mujeres Vnidas" support group x x x
speaking clients Provide individual counseling in Spanish x x x
Provide systems advocacy in Spanish x x x
Assist other service agencies with translation when possible x x x
Complete Spanish support group curriculum, train others x
Maintain R V AP Multidisciplinary team evaluates existing service coordination x
services to people with and completes policy review
disabilities Multidisciplinary team conducts agency cross-training x
Conduct support groups for people with disabilities including x x x
Levell, Level 2 and specialized groups
Create and conduct a public awareness campaign about how x
often people with disabilities are sexual abuse victims
Increase collaborations with VI REACH program and x
Goodwill Career Connections program
Increase awareness and Increase RV AP staff and volunteer knowledge/training related x
usage ofRV AP to sexual abuse and the LGBTQA community
services within the Collect form feedback; manage steering committee with x
LGBTQA community individuals and groups from the LGBTQA community
Implement strategies developed by feedback committee x x
Develop and conduct awareness campaign addressing the x x
LGBTQA community, sexual assault and RV AP services
Increase awareness and Coordinate staff cross-training with the VI Office of x
usage of RVAP International Students and Scholars (OISS)
services within the VI Conduct programming with incoming international students x x x
international student RV AP staff will attain certification in the "Building Global x
community Community" program offered by OISS
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Goals Objectives ,...; ,...; ,...;
>- >- >-
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(continued) RV AP will be host site for practicum student from OISS x
Collaborate with OISS to create informational material and x x x
web content
Provide services and Maintain existing relationships and establish new ones with x x x
outreach to rural other service agencies in rural counties to build trust and
counties increase referrals
Collaborate with rural schools to provide counseling to teens x x x
Include rural marketing in FYIl plan to increase awareness of x
R V AP services
Emphasize Sexual Assault Awareness Month activities in rural x x x
counties
Educational Services
Increase personal safety Conduct fall awareness campaign x x x
and healthy Conduct one-time informational presentations and information x x x
relationships on the VI tables to VI classes and student groups
campus; increase the VI Conduct Sexual Assault Awareness Month activities x x x
community's awareness Conduct periodic poster and media campaigns x x x
and use ofRV AP
serVIces
Decrease sexual Educate all incoming, first-year VI students about sexual x x x
violence at VI by assault using online educational product, nformd. net
educating students Work with the VI Anti-Violence Taskforce to plan follow-up x x
educational strategies to reinforce learning
Expand nformd. net to both transfer and graduate students x
Vse pre/post test data and demographics to improve program x x x
Spearhead VI implementation of Mentors in Violence x
Prevention (MVP)
Increase personal safety Conduct four public awareness campaigns x x x
and awareness of Conduct programming and information tables about RV AP x x x
RV AP services in servIces
Cedar, Iowa, Johnson Conduct Sexual Assault Awareness Month activities x x x
and Washington Collaborate with community partners to review/revise policies x x
counties related to reporting sexual violence and holding offenders
accountable
Increase the likelihood Train medical, legal, social service, professionals, and x x x
that a sexual assault community members on effectively responding to sexual
survivor will receive an assault victims
informed and sensitive Train VI first responders, resident assistants, hall coordinators, x x x
response from T As, academic advisors, orientation staff, faculty and staff
community members, Conduct educational programming to dispel myths and x x x
VI staff and faculty, educate people on supporting victims/survivors
and professional service Participate on local coalitions and policy-making committees x x x
providers
4
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Goals Objectives ..... ..... .....
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Decrease teen dating Conduct community awareness activities to support R V AP x x x
violence victimization youth sexual abuse prevention programming
and perpetration by Achieve a 10% increase in knowledge of concepts and skills to x x x
increasing students' maintain healthy relationships after completing Safe Dates
knowledge of concepts programming (as measured by pre/post test)
and skills to maintain Train teaching staff to support classroom Safe Dates x x x
healthy relationships programmmg
(grades 7-12) Collaborate with high schools to implement MVP x
Work with community partners and school administrators to x x
review and revise policies regarding sexual violence
Increase the number of Conduct a very limited number of single session programs as a x x x
multi-session programs means to being able to provide multi-session programming
and the number of Collaborate with one or two teachers; train to co-teach Safe x x
students we reach Dates with RV AP staff (build capacity by sharing teaching)
Collaborate with existing Safe Dates partners to assess need x
and ability to develop peer educational program
Maintain educational Conduct two educational presentations in conjunction with x x x
programming in the community partners
Latino community Create brochure in Spanish geared to the Latino community x x x
Add two new pieces to the "Recursos en Espanol" section of x x x
the RV AP website
Develop an awareness poster or PSA for the Latino community x x
Maintain the network established in FY07 that includes x x x
leaders, organizations and businesses within the Latino
community
Maintain a website that Continue with systematic review of all content and structure of x
is well organized and current site
user- friendly Collaborate with webmaster to design new web site format x
Complete overhaul of R V AP web site x
Volunteer Pro2ram
Maintain a pool of 30- Conduct volunteer recruitment. Conduct 32-hour training for x x x
45 volunteer advocates on-call volunteers three times per year
to staff the Rape Crisis Conduct monthly volunteer advocate meetings, including x x x
Line and the Iowa continuing education
Sexual Abuse Hotline, Maintain an active volunteer recognition and retention program x x x
and provide in-person Enhance the volunteer management skills of volunteer x
advocacy coordinator
Increase the number of Conduct recruitment of indirect service volunteers x x x
indirect service Conduct 6-hour trainings to indirect service volunteers x x x
volunteers (those who Complete a review of the indirect service training x
do not provide services Implement updates and revisions to training x
to victims/survivors)
5
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RV AP addresses issues related to sexual assault, sexual harassment and other sex-related crimes
by providing direct victim services; education and awareness programming; participation in
policy-making, and other related activities.
Sexual violence is a significant problem in the United States and in our community. Statistics
compiled by the Centers for Disease Control (CDC) show:
· Among high school students surveyed nationwide, about 8% reported having been forced
to have sex. Females (11 %) were more likely to report having been forced to have sex
than males (4%).
· An estimated 20% to 25% of college women in the United States experience attempted or
complete rape during their college career.
· In the United States, 1 in 6 women and I in 33 men reported experiencing an attempted
or completed rape at some time in their lives.
In FYI 0, RV AP recorded 693 reports of sexual abuse, 329 of those reports came from residents
of Johnson County. One hundred and fifty-eight of those victims were 18 to 29 years of age and
50 victims were between the ages of 0 and 17. Two hundred and ninety-four were female and 35
were male.
The CDC fact sheet further states that "these numbers underestimate the problem. Many cases
are not reported because victims are afraid to tell the police, friends, or family about the abuse.
Victims also think that their stories of abuse will not be believed and that police cannot help
them. They may be ashamed or embarrassed. Victims may also keep quiet because they have
been threatened with further harm if they tell anyone." The FBI reports that sexual assault is one
of the most under reported crimes and estimates that only about 1 in 10 get reported. Given both
these sources, we can conclude that there are many more assaults occurring in our community
than those reported to RV AP.
Factors that contribute to sexual assault in our community are the same as the society as a whole.
It is widely recognized that there are multiple causes - some related to individual pathology of
offenders, most related to a culture that in some ways supports, condones or ignores sexually
violent messages and/or behavior. Some call this a "rape culture" and point to exploitive images
of women and children in the media, the status of women and children in our culture, and the
assumption of sexual availability of women as examples of a "rape culture." While it is
impossible to agree on a single source for the cause of sexual violence, we can agree that this is a
multidimensional issue (2b).
The RV AP Salaries and Benefits chart is attached on page 13 (3a).
Staff is offered a variety of training opportunities throughout the year. In FYI0, staff attended
conferences throughout Iowa, as well as national conferences in California, Florida, Georgia,
Illinois and Nevada. RV AP also brought presenters to speak with our staff members during in-
house training sessions. Training topics included:
· Skill building: managing emotions under pressure, violent incident training, social
networking, affirmative consent, meeting the needs of LGBTQA victims
· Leadership/management: managing & preventing conflict, skills, nonprofit management
6
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· Volunteers: leadership & supervision, growing & sustaining community partnerships,
conflict management, student volunteers
· Prevention/Education: Mentors in Violence Prevention (MVP), mindfulness for educators
· Multicultural: intercultural growth, building a global community, leadership, immigrant
refugee experiences, bilingual advocacy services, increasing mastery of Spanish
language, Latina conference
· Campus: addressing violence against women on college campuses, creating a campus
sexual assault response team, preventing harassment on campus, FERP A
In FY10, we received a $510 scholarship for staff to attend a conference and spent an additional
$8,958 on staff development. For FYlO, we have budgeted $7,000 for staff development (3b).
RV AP direct service volunteer advocates receive 32 hours of training prior to volunteering.
Advocates answer the Rape Crisis Line and Iowa Sexual Abuse Hotline (ISAH) during non-
business hours (nights, weekends and holidays). These volunteers also provide medical and
police advocacy services by assisting victims at medical examinations and at the police
departments. Advocates attend continuing education opportunities at monthly advocate meetings.
RV AP also offers occasional in-direct service volunteer opportunities. This includes Advisory
Board positions, as well as opportunities to assist with April's Sexual Assault Awareness Month
activities, stuff Whistle SAFE packets, or occasional office tasks (3c).
Client Information
We provide direct services to victims of sexual assault over the age of 12. We also provide
information to families of younger victims. Our service population includes anyone who has
experienced sexual abuse, harassment, date rape, or stalking, or who is a family member or
friend of a victim. We target all ages with our prevention education and risk reduction
programmmg.
The clients we serve can be very different from each other but there are common characteristics
they share. They have lost total control over their lives for at least a short period of time, or over
many years. Every aspect of their lives has been affected, including trust, control, spirituality,
identity, sexuality, relationships. They cannot return to "normal" because normal has forever
changed. However, many can create a new "normal" and sense of self if given the right support
and resources. Often, offenders have tried to destroy the spirit of their victims. Also, abusers
have forced their victims to violate their own moral codes. Finally, offenders have given
powerful negative messages that must be countered if the victims are to be able to reconnect with
other people and live healthy, productive, and rewarding lives.
Victims need someone to listen to them who can provide validation and answers and help them
go beyond trying to make sense out of senseless behavior. They require understanding, not
blaming; truth instead of lies, and comfort dealing with the ubiquitous grief and loss that
accompanies and follows cruel, selfish and irrational acts. For some, reporting the crime to
authorities is an important way of holding offenders accountable, while others may choose to
report only to RV AP. Still, many never report to anyone. Most of all, victims need to know their
7
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options and have support with whatever they choose to be right for them. They need us to listen
and to serve as their voice until they can do it themselves (4).
Form B, Client Statistical Data Sheet, is attached on page 14 (5).
RV AP assesses the satisfaction of our clients and the success of our services in several ways.
· Clients receiving in-person advocacy services are given a two-page evaluation to be
returned anonymously by mail.
· Counseling clients work with their R V AP counselor to identify goals. The counselor
completes an outcome report based on achievement of the identified goals. Clients are
also given an evaluation form.
· We include an evaluation form on our website to collect information from crisis callers
and other service users. This may be returned anonymously to RV AP through the web.
· Our educational programming, particularly our youth education, is evaluated by
performance on pre/post tests using evidence based curricula.
Feedback is also provided by the letters and comments received from community members.
Additionally, we seek feedback from different community groups including law enforcement,
medical personnel, schools, agencies, civic organizations, churches, and others. We meet
frequently with community representatives to assess the impact of our program and identify
emerging community needs and resources (6).
Financial Management
The RV AP budget (Form C) is attached on pages 15 to 18 (7).
United Way and local government funding assists us with providing programming and delivering
direct services within Johnson County. These funds are utilized for the provision of direct
services, programs, and staff training. Funding is also used for administrative staff salary support
(Executive Director, Assistant Director and Fiscal Manager). These integral positions provide
agency oversight including leadership, financial management, reporting and statistics,
developing strategic plans, and monitoring goals and outcomes to meet the requirements of each
grant we receive. Several of our larger grants will only fund direct services, making United Way
and local government funds critical for paying the essential administrative costs not covered by
other grants (8a and 8ai).
United Way and local government funding is a vital piece of our ability to deliver the most
services while staying financially sound. Loss of United Way and/or local funds would
compromise or prohibit our ability to secure grants. Without these critical funds, we would be
faced with both staffing reductions and program curtailment (8b and 8bi).
United Way and local government funds are used to leverage other funds. For example, most
federal grants require matching funds from a non-federal source. United Way and local
government funds demonstrate community support and investment in RV AP and our projects,
thereby attracting dollars from federal and state government funding streams. For FYII, RV AP
8
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United Way of Johnson County
FY12 Community Joint Funding Application
Agency: Shelter House Comm unity Shelter and Transition Services
Director: Christina M. Canganelli
Board President: Dorothy M. Persson
Requestor: Christina M. Canganelli
Phone: (319)338-5416 ext. 102
Email: crissy@shelterhouseiowa.org
Mailing Address: P.O. Box 3146
Iowa City, IA 52244
Website: www.shelterhouseiowa.org
Tax ID No: 42-1231451
Fiscal Year: 01/01 to 12/31
Mission Statement:
Shelter House provides shelter, basic and transitional resources, while encouraging self-
sufficiency, to any person in our community who is homeless.
United Way Community Priority Area: please indicate agency's priority area(s)
./ Education
./ Income
./ Health
United Johnson Iowa City Coralville
Way County
Total Request for Community
Impact Funding FY12 $75,000 $49,500 $39,050 $8,000
Total Budget in 2011 $1,325,000 $1,325,000 $1,325,000 $1,325,000
% of Total Budget 5.7% 3.7% 2.9% 0.6%
This submission was considered and approved by (both signatures and date are required):
Signatures:
Agency Information
1. a) List and describe the programs and/or services provided to Johnson County residents by
the Agency.
The matrix of services offered through Shelter House is intended to:
1. Support and advance the mission of the organization
2. Be consistent with the agency's vision and delivered in a manner consistent with the
agency's values
3. Support the agency's goals
Services offered not only benefit the health, safety, and well-being of the individual but that of
the greater community. Program design and implementation is done in the context of the greater
community. Consideration is given to the impact, costs, and benefits as they relate in concert to
the client, the agency, and the community. All program expenses are substantiated by the agency
mission, vision, values, and goals.
Drop-In Services are essential services. These services may stand alone as there is no
requirement for the client to engage any further at any other contact point with the agency. From
time to time, these services may lead to more significant engagement and individuals may
transition into the residential program. Drop-In Services will be offered 1:00 p.m. to 4:00 p.m.
Monday through Friday and 8:00 a.m. to11:00 a.m. Saturdays and Sundays. Services will
include access to showers, laundry, phone, and assigned staff and are available to anyone in the
general public in need.
Emergency Shelter is an essential service. Clients are homeless men, women, children, disabled
and/or elderly; stays average between one and two weeks and are not to exceed 30 days. Support
provided beyond the basic shelter services and referrals is limited and focused on managing the
individuals stay and maintaining the articulated time frame. Some emergency stay clients may
be required to participate in skills workshops (workshops on personal hygiene or anger
management) given past history with the agency, as a requisite to their stay. Single adults will
have gender specific dormitories and bathroom facilities, family households will have a separate
wing complete with children's study and play rooms.
Short-term Transitional Shelter is a transitional service. Clients are homeless men, women,
children, disabled and/or elderly; stays are a maximum of90 days. Clients are required to
participate in the case management program (STAR) and also assigned skills workshops. Some
clients may participate in job traininig through internships at area businesses and non-profits.
All clients are assigned to a case manager and are required to demonstrate progress across the
following domains:
1) Increased housing stability
2) Increased Income
3) Increased participation in the workforce
Supported Training and Access to Resources (STAR) is a transitional service. Anyone
intending more than an emergency stay at Shelter House is required to participate. The STAR
Program assists persons who are unemployed and homeless in Johnson County, to achieve their
highest level of self-sufficiency through 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 six months beyond their stay at Shelter House if leaving for a
permanent housing placement and for up to two years plus six months if leaving for a transitional
housing placement.
STAR clients, in collaboration with program staff, acquire and maintain jobs consistent with
their preferences, strengths, and needs. 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.
Local agencies and businesses partner to provide support services, employability skills training
and internships which are paid for through the program. Clients may also elect to develop
culinary skills in the Shelter House Culinary Skills Training Program.
STAR case managers and outreach workers take a hands-on approach to case management and
provide the majority of client direct services. This is fundamental in developing a strong and
necessary rapport with the client. Our work with clients is a partnership-an interactive
agreement between Shelter House staff and the individual with responsibility borne on both
sides. Indeed, our primary collaboration is with our clients.
Skills Workshops to be implementd in 2010 will canvas the following topics: Introduction to
Shelter House and area resources, Reliability, Accountability and Productivity, Employment and
Pre- Employment Skills, Rental Housing Resources and Responsibilities, Healthy
Living/Personal Hygiene, Money Management, Educational Advancement, and Parenting.
Workshops will be taught by Shelter House staff and professional volunteers from the University
ofIowa Counseling Psychology Program, and the community at-large.
Outreach Calendar activities will also be available during Drop-In Center hours. Activities will
include but are not limited to haircuts, legal aid, mental health and medical outreach, VA
outreach, and spiritual counseling.
Long-term Transitional Shelter is a transitional service. Shelter House was awarded funding
through the Department of Veterans Affairs to create 14 transitional beds for homeless veterans
(12 male and 2 female). Clients will be male or female veterans, they may be disabled and/or
elderly; stays will be a maximum of two years. Clients will be required to participate in the case
management program and also assigned skills workshops. Some clients will elect to participate
in Job Traininig in the Shelter House Culinary Skills Training Program or internships at area
businesses and non-profits. All clients will be assigned to a case manager and will be required to
demonstrate progress across the following domains: 1) Increased housing stability, 2) Increased
Income, 3) Increased participation in the workforce.
Food Production and Culinary Skills Training will be launched as the agency moves to the
Southgate Ave facility. Breakfast and dinner will be offered daily. Currently, meals are either
produced by staffwho have other fulltime responsibilities or by volunteers. With the move to
the new facility, Shelter House has made a commitment to using fresh, whole food products and
3
locally grown where possible. The Food Production Program will have dedicated staff, be
focused not only on meeting residential demand and have the design capacity to conctract out
meal production for area nonprofits and daycare centers. If successful in procuring outside
contracts, Shelter House will create a much needed revenue stream to offset the costs of
operations. The Culinary Skills Training Program will provide even greater depth to food
production at Shelter House. Following the opening of the new facility, Shelter House will offer
a 12week Culinary Training Program for interested residents. Upon completion of the training
program, trainees will be well positioned for employment in local restaurants and
commercial/industrial kitchens.
The Shelter House Lodge will open in 2011. Shelter House will purchase a property this fall
located on the west side of Iowa City. The Lodge will provide permanent supportive housing for
six unrelated homeless adult males each with a diagnosed disabling mental illness. Preference
will be given to military veterans. The Shelter House Lodge will follow the Fairweather Lodge
Model in both principle and practice. Conceived by psychologist George Fairweather in the
1960's, Lodges are now found across the country and have successfully provided permanent
housing for persons with chronic mental illnesses for over 50 years. This will be the first
demonstration lodge in the state of Iowa.
The core philosophy behind the program is the belief that people who live and work together,
and have significant control over their lives, can overcome homelessness and recover from their
mental illnesses in the sense of becoming active and contributing members of the community. It
is a form of psychosocial rehabilitation that incorporates the basic principles of group process
and peer support. Research has shown that many clients fail in individual housing placements
because of social isolation and lack of consistent service support, in addition to affordability
problems. In contrast, the lodge experience has shown that self-governing group living with
built-in peer support provides functional control of mental illness symptoms, and combats
homelessness by creating housing conditions that residents trust.
b) List any other agencies, public or private, that provide services similar to Agency.
Drop-In Center: Salvation Army has some drop-in availability. However, there is no other
organization that provides access on a daily basis to essential services of both shower and
laundry. Shelter House Drop-In is also staffed by knowledgeable case managers who will be
available to provide outreach assistance.
Emergency and Short-Term Transitional Shelter: DVIP provides shelter to victims of
domestic violence only. Shelter House does take referrals from DVIP, space permitting. Shelter
House provides shelter for the general homeless population: men, women, children, the disabled
and elderly.
STAR: There is no other program offering services similar to those of STAR-comprehensive
case management services with employability skills training and supports to address other
attendant issues--to the same population without a payment source.
Long-term Transitional Shelter: There is no other organization in the county that is providing
this service for the tartget population.
4
Skills Workshops and Outreach Calendar: These service offerings are unduplicated in the
county for the target population.
Food Production and Culinary Skills Training: Elder Services does provide food as a contract
service. However, no other organization in the community or the state is using meal production
(both to meet internal demand and external contracts) as a vehicle to offering Culinary Skills
Training for the homeless.
The Shelter House Lodge: This will be the first demonstration project in the state.
c) Describe the coordination of efforts between Agency's programs and/or services and any
similar programs and/or services in Johnson County.
Shelter House is the only organization with the express charge of serving the general homeless
population, thereby filling an otherwise gap that is not addressed by any other service provider in
the county. Shelter House is the first point-of-contact for the majority of individuals and families
moving through the continuum of housing-working to achieve self-sufficiency and safe
affordable permanent shelter. Shelter House staff partner and collaborate with other
organizations to improve Iowa City's Continuum of Care for homeless persons. The case
management staff is the vehicle that maintains the integration-remaining abreast of community
programs and resources, maintaining and further developing relationships with partnering
organizations, housing providers and local employers.
Whereas some services in the community may seem similar to those offered at Shelter House
they are indeed not as it is the fact that there are no fees for service at Shelter House. The agency
works with clients who do not have a funding source in place and assists those who may qualify
for services (County case management services through MHDD for example) through the
process for application and even follow-through. To do this, case management staffmust and do
work closely with partner agencies both public and private.
2. a) List Agency goals and objectives; include short-term and long-term goals.
Goal 1: Financial: Have $165,000 cash reserve going into budget year 2013.
· Strategy 1.1: Donor Base: By January 2012 have a donor base of 4,500.
· Strategy 1.2: Fundraising Strategy: By October 1st 2010 develop a comprehensive
strategy that will result in increased fundraising to fill the gap between income and
expenses for the projected 2010 - 2013 budgets.
· Strategy 1.3: Income: By January 1 st 2011 identify three fee-for-service opportunities.
Goal 2: Service Offerings: By January 1st 2012 implement a framework of expanded service
offerings that moves more people toward self-actualization.
· Strategy 2.1: Skill Development Workshops: By move-in-date to the new facility
develop curriculum for skill development workshops.
· Strategy 2.2: Food Production Program: By March 2011 implement training program for
food production.
· Strategy 2.3: Utilizing Volunteers: By January 2011 successfully utilize volunteers in
new ways
5
Goal 3: Organizational Effectiveness: Implement an organizational design and performance
management system to maximize agency effectiveness by January 1st 2012.
· Strategy 3.1: Staff Effectiveness: By June 2011 adopt a system that moves individual
staff to achieve organizational and individual goals.
· Strategy 3.2: Organizational Effectiveness: By June 2011 create a method of measuring
organizational effectiveness
Goal 4: Facility: Within six weeks of our move-in-date to the new facility be capable of
providing existing services to 70 shelter beds.
· Strategy/Action Plan 4.1: Move-in Plan: Before move-in-date build a move-in plan that
captures the plans and process for the following items: The Building (where will things
and people be in the new facility), the Organizational Architecture (who will do what),
the Operational Plan (how will we carry things out), the Services we'll offer (what will
we offer to various clients), and the Financial Resources we need to operate ell - how
much we need and where to get it).
· Strategy/Action Plan 4.2: Cultivate Project Leader: Before move-in-date identify and
have in place a move-in project leader.
b) What specific need in the community is Agency addressing? (Describe the extent of the
problem, and the major factors in the community contributing to the problem.)
The mission of Shelter House is to provide shelter, basic and transitional resources, while
encouraging self-sufficiency, to any person in our community who is homeless. At its
foundation, the agency is addressing essential human needs, food and shelter. Shelter House
moves beyond these essential needs to address issues related to an individual's or family's
transition back into the community, attaining and maintaining more permanent housing, skills
development, and vocational training.
The City oflowa City's own consolidated plan, CITY STEPS 2011-2015 notes that education,
job training, and self-sufficiency skills are among the greatest needs in addressing the problems
of those living in poverty. Shelter House's STAR Program, workshops and Culinary Skills
Training Program each directly respond to these articulated needs. Furthermore, CITY STEPS
specifically articulates the following strategies which are consistent with services and programs
offered at Shelter House:
· Support expansion or addition of facilities to meet increased demand.
· Expand staff within existing system to provide improved service.
· Continuation of the STAR Program.
Shelter House directly responds to these identified community needs and strategies. Shelter
House case managers work with both individuals and families during their stay at the shelter, and
for some for anywhere from six months to two years beyond, by providing supportive services,
focusing on coordinating life skills assistance, housing placements, employment training and
placements, and accessing existing mental health, substance abuse, health care providers, and
other supports. There can be no coordinated system if there is no ability to follow through at the
initial point of contact, the shelter.
6
Weare the primary point of contact and the primary point of intake for men, women, and
children, the disabled and elderly who are experiencing homelessness in our community moving
through the continuum of housing-working to achieve self-sufficiency and safe affordable
permanent housing. Weare the primary point of contact for persons who are homeless suffering
from chronic mental illness and substance abuse and the chronically homeless-many of these
individuals mayor may not be working toward self-sufficiency. Our role therefore is both basic
and comprehensive depending on the level of client involvement.
Primarily, causes of homelessness locally mirror those reported in the current Iowa Statewide
Study on Homelessness: significant numbers coming from family breakup and domestic
violence, lack of affordable housing units, lack of access to substance abuse and mental health
treatment services, no medical coverage and medical impoverishment, lack of jobs that pay a
living wage.
Johnson County is the most housing cost-burdened county in the state with almost half of all
renters in the County being housing cost-burdened (paying more than 30% of gross income on
housing costs). Furthermore, it has one of the higher poverty rates in the state. While rental
vacancy rates have improved, rental housing costs remain among the highest in the state. The
Iowa City Housing Authority provides some relief through public housing and the Housing
Choice Voucher Program but both are limited in capacity and unable to accommodate the
increasing demand for housing assistance--demonstrated by two year waiting list and even
closing the waiting list entirely. Both are clear indicators 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.
Each year, people who have lived in the area for years, or indeed their entire lives, become
homeless as do people who are new to the community. A strong economy with employment
opportunities draws many to our community. The employment opportunities most folks face are
in the service-sector, or if in manufacturing, are through temporary hire only. Some employers
advertise and bring people to the community for temporary hire. People come with nothing in
hand, a desire to work, but nowhere but the shelter to go.
Men and women and their families come to Johnson County for medical services through the
UIRC and the V AMC. Each year there are many who come through our doors who, during and
after receiving medical attention, have nowhere else to turn and are discharged with nowhere but
the shelter to go. It is in fact one of the founding purposes of Shelter House. Good schools and a
safe community, these are the reasons people come and why many of us remain. For all of the
reasons that many of us relocated to Iowa City so to do the families who come through the
shelter who have relocated. They have nothing in hand, they have nowhere to go, they know no
one. They want a safe place to raise their children, they want their children to have a better
education, and they want an opportunity to work and to provide a better life for their family.
3. a) Please attach a Salaries & Benefits chart for entire Agency. (Form A)
Please refer to Form A. Salaries & Benefits Chart.
7
b) Describe the staff development budget and plan of Agency.
The staff development budget for the current fiscal year is set at 24 hours of leave and $300 per
full-time equivalent for a projected total cost to the agency of $5,200. Staff development
resources are used to ensure that staff maintain and improve their skills and knowledge for the
benefit of the organization and its clients. Shelter House expects staff to improve perfonnance
and to demonstrate accountability for their work. Attendance at educational programs will be
based on Shelter House's ability to adequately provide services for its clients on the day(s) of the
program or class. Staff development resources (money and paid educational days) can be used
for Shelter House related educational opportunities, including the cost of travel and related
expenses. These opportunities may include attendance at conferences, web-based coursework,
certification, credit course work and/or the purchase ofhomelessness and transitional educational
materials.
Each year the Board of Directors will determine as part of the staff benefit budget a set amount
of paid time and dollars for full time equivalents (the benefit is prorated for part-time
employees). Staffwill be notified of the amount after the budget is approved. These benefits
may not be accrued and carried over to another year. The Executive Director will have
additional Board-approved educational and travel resources available based on the need of the
Executive Director to be involved in state, regional and national activities.
c) In what capacity are volunteers utilized within Agency?
Volunteers are involved in every level of the organization and are integral to the advancement of
the agency's mission. The Board of Directors is a volunteer body that gives hundreds of hours of
service each year ranging in purpose from governance of the organization and strategic planning,
to hands-on involvement with all community-based fundraising efforts to serving dinners at the
shelter.
Other volunteers lend their professional expertise and are responsible for such things as the
creation and maintenance of the agency's website, assisting with marketing and communications
activities, and fundraising events. Planning for the new facility has been done entirely through
volunteer efforts, from the facilitation of community-wide forums to the design of the new
facility with over $100,000 in architectural fees donated to date. The Capital Campaign
Committee now replaced by the Endowment Committee is comprised of community volunteers.
Volunteers contribute to the daily activities of the agency, from answering phones, to sorting
mail, sorting donations, maintenance and repairs, helping with general hospitality activities in the
house as new clients come, preparing and serving dinner, and reading to children after school.
The Psych Clinic is maintained on a volunteer basis providing much needed health services on
site for clients. Volunteers provide an array of vital and much relied upon services that could not
otherwise be afforded by the agency. For the past seven winters, over 450 volunteers, each year,
from faith communities throughout Johnson County joined us in providing shelter for the
homeless in our community-giving of themselves so that additional beds were available during
the coldest nights of the year.
The new facility will create expanded volunteer opportunities both skilled and unskilled. A
survey was conducted earlier this year with volunteers and donors to collect input on volunteer
8
interests. This information was incorporated into the agency strategic planning process (refer to
Strategy 2.3). Shelter House has been awarded one full-time equivalent VISTA Volunteer who
will work with designated staff to both develop and pilot new volunteer opportunities and
manage the growing program. Examples of opportunities to come include:
· Workshops: Shelter House staff are working with the VI Counseling Psychology
Program to develop curricula for workshops that will be incorporated as expectations of
client programs. Skilled volunteers will be asked to facilitate many of the workshops
which will cover topics ranging from health and hygiene to anger management and up
through employment and interviewing skills.
· Outreach Calendar: It is the intention of Shelter House to offer specific services during
daily Drop-In Center hours. Services will range from haircuts, legal counsel, to mental
health and medical outreach services. Each of these activities will be made available
through volunteers.
Client Information
4. Provide a succinct, specific description of your primary target population(s). Describe
clients as a group in terms of their needs, requirements, and strengths.
Shelter House provides shelter and supportive services for men, women, and children, the
disabled and elderly. Women and children constitute 45% of those served. Veterans constitute
15% of those served. Twenty percent of all Shelter House clients are chronically homeless as
defined by HUD. These individuals, by definition, have a disabling condition and repeated stays
of homelessness.
All Shelter House clients are either low or very low income. Current residents of Shelter House
are homeless. Roughly 55% of the homeless have no medical coverage, 26% suffer from acute
infectious conditions and 46% suffer from chronic health conditions. Approximately one-third
of Shelter House clients suffer from histories of drug and alcohol addiction and approximately
one-third suffer from a serious mental illness. Many show evidence of a co-occurring disorder
exhibiting symptoms of both a substance abuse and mental health problem. Health
complications are further exacerbated due to lack of access to and a payment source for mental
health and substance abuse treatment services.
Shelter House clients have profound skills and health deficits that severely and negatively impact
their ability to compete in the open market. Because of this, they are often times unable to
effectively participate in the market without supports.
Primarily, causes ofhomelessness locally mirror those reported in the most recent Statewide
Study on Homelessness: significant numbers coming from family breakup and domestic
violence, lack of affordable housing, lack of access to substance abuse and mental health
services, no medical coverage and medical impoverishment, and lack of jobs that pay a living
wage. These causes do simultaneous define the individual needs: the need for "workforce"
housing, the need for adequate access to treatment facilities and funding sources to pay for
services, the need for affordable ifnot universal health care coverage, the need for jobs that pay a
living wage.
9
5. Please include an unduplicated count of clients you have served for last year and one
projected year. For your projected and proposed number of clients, please provide a realistic
number based on past number of clients served.
Please refer to Form B. Client Statistical Data Sheet.
6. Describe how Agency assesses Client satisfaction and determines successfulness of its
programs and services.
Exit interviews are performed with all possible clients at the point of exit from the Resident and
Support (STAR) Services. 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 and/or
participation more successful. Clients are also welcome to discuss any issues regarding services
with staff at any point during their stay and/or participation. As we work with our clients on a
one-on-one basis, in private counseling sessions, this can and does happen frequently.
Shelter House 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 by leveraging both employment and mainstream resources. Objectives are
measured across the following domains to demonstrate: 1) Increased residential stability, 2)
Increased skills and/or income, 3) Increased participation in mainstream resource, 4.) Increased
participation in the workforce. The successfulness of our programs and services is demonstrated
by the rate at which clients achieve these objectives.
Financial Management
7. Complete Form C and/or attach Agency's FYII budget, year to date.
Please refer to Form C.
8. a) In detail, describe the need for funding from the United Way of Johnson County for
Agency.
i) If applicable, describe the need for local government funding.
Community Impact and Local Government funding is used to support the costs of operating and
managing the Emergency and Short-Term Shelter Program and Drop-In Services. Costs include
but are not limited to the staff necessary to operate and manage the shelter 24 hours a day
weekdays and weekend evenings and overnights, utilities, supplies, house maintenance, food,
liability insurance and other program related expenses. These funds also leverage Emergency
Shelter Grant Program (ESGP) funds that support further operational expenses. ESGP funds are
HUD funds that are pass~d through the State of Iowa. The match requirement is dollar for
dollar. The current level of funding is $13,000.
Community Impact and Local Government funds are used further used to leverage Program
specific funds-The STAR Program which is funded primarily by H.D.D. The match
requirement is 20% of the total supportive services budget ($426,970) yielding a match
requirement of $106,750. The current award from HUD is $448,318 (the combination of the
supportive services and administrative budgets). Match dollars can only be used toward the
supportive services budget. As such the majority of local government funds are designated for
services constituting the supportive services budget. These services include: case management,
10
I! 1
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--"'r"-
CiTY OF IOWA CITY
CORALVILLE
FY 12 Community Joint Funding Application
Agency: United Action for Youth
Director: Jim Swaim
Board President: Leslie Harrington
Requestor: ~~~
Phone: 3(9-338-7518
Email: j imswaim@unitedactionforyouth.org
Mailing Address: P.O. Box 892
Iowa City, IA 52244-0892
Website: U nitedactionforyou th.org
Tax ID No: 42:0954860
Fiscal Year: July 1, 20ll-June 30, 2012
Mission Statement:
The UA Y Mission is: Nurturing the potential of all youth to create, grow and lead.
United Way Community Priority Area: please indicate agency's priority area(s)
~ Education
Income
~ Health
United Johnson Iowa City Coralville
Way County
Total Request for Community $80,000 $120,000 $90,000 $10,000
Impact Fundin2 FY12
Total Budget $2,047,000
% of Total Budget 4% 6% 5% 0.5%
This submission was considered and approved by (both signatures and date are required):
Signatures:
~ ~ 0/:;00 ddU !k~~;J tZ/3rj/O
~ Swaim (/ a;lie Harrington (J - ~ .
Agency Director date Agency Board President date
Agency Information
1. -a Counseling generally includes assistance to teens and parents to resolve issues
related to youth who are having challenges at home, in school, with their peers, or in
the community. Some of the youth served are prior victims of abuse, runaway or
homeless youth, crime victims or in some cases young people seeking assistance with
mental health issues. Professional counselors offer help to young people and their
families with individual and group counseling provided at UA Y, in home, in schools
and in other community settings.
UA Y has a federally supported Street Outreach service in the community and in the
area schools to provide opportunities for the counseling staff to maintain trusting
relationships with at-risk youth in the community, helping them develop the skills to
address problem situations without becoming more serious issues that require court
intervention or more extensive treatment. Staff are on call 24 hours a day to provide
crisis intervention and in-person response to runaways and youth in crisis. UA Y acts
as a resource to the Iowa City Schools to provide case management to children and
families referred by student support teams at the junior highs. UA Y provides therapy
and skill building services to youth and families, funded by grants and by direct fees.
UA Y's Teen Parent Program provides counseling, support, skill building and
assistance to pregnant and parenting teens and their infant children. Teen Parent staff
work with teen mothers and fathers to improve parenting skills, provide counseling
in-home, offer weekly groups, and provide enhanced respite child care. A nurse
practitioner is under contract to provide health services, well-baby help, promote
wellness activities and assist pregnant and parenting teens and their children in
connecting with health services in the community. The Teen Parent program also has
a federally funded Transitional Living program for teen parents ages 16 to 21 who are
homeless or without support from families, to assist them in making a successful
transition to living on their own
Youth Development:
Provides programs to reduce/prevent delinquency, substance abuse, unplanned teen
pregnancy, and child maltreatment by engaging youth in positive youth development
activities. It includes the Youth Center, an innovative arts environment for youth to
become involved in communication arts, traditional arts, and the use of electronic
media as a compelling alternative to inappropriate or illegal behavior. Professional
youth workers provide skill building, support and instruction in various arts activities.
The program's Youth Center has had steadily increasing use for the last few years,
while UA Y has expanded programs in outlying areas such as Solon, North Liberty,
and various school-based sites. There are several activities that relate to promoting
civic engagement of young people and to provide them opportunities to partner with
adults in making the community a healthy place. The development of a teen peer
helping Youth Advisory Panel 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 county youth development program with several other agencies.
United Action for Youth Joint Funding Narrative 2012 page 1
School based centers are used in counseling and youth development to provide
outreach and after-school activities in the community. An Academic Mentoring
Program has been developed in collaboration with the Iowa City schools that includes
UA Y case managers to assist the students and mentors. UA Y is also a partner with
the schools to have case managers to assist with mental health support services for
ICCSD students. UA Y's work in youth development included being one of nine
national demonstration sites for the U.S. Department of Health and Human Services'
Positive Youth Development Demonstration Project and the recent Rural Homeless
Youth Project.
1.-b Similar services: 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 Four-H, and the Community Corrections Improvement
Association. Horizons, and Family Systems provide mental health and remedial
services. Various scouts, Extension, and Campfire also 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 coordinates
with. Mercy Hospital, Free medical Clinic and U of I Hospitals provide health
service including services to teens.
l.-c Coordination: UA Y is involved in numerous collaborative projects, many that
have unique groups or meetings that are designed to coordinate services. The County
Youth Development programs meet monthly in a work group to coordinate services,
and quarterly with a county board oversee the overall effort. The Community
Adolescent Pregnancy Prevention Program has similar monthly and quarterly
meetings to coordinate among several partners on the project. In our collaborative
efforts with Four Oaks, as well as MECCA we have monthly meetings between
program staff and quarterly program review sessions. With the Iowa City Schools
programs we have joint staff supervision for the in-school staff and weekly meetings
of case managers with school support teams. UA Y is involved with a Youth
Development Core Management team that coordinates among several state agencies
various youth development endeavors in Iowa. UA Y also participates in
Empowerment planning sessions and reviews. UA Y has a number of annual or
triennial site visits by state and federal agencies to review programs and coordinate
among grantees in Iowa or our federal region. UA Y conducts some training in
conjunction with other staff to assist in coordination, including the recent Youth
Program Quality Assessment conducted with several other local agency staff.
United Action for Youth Joint Funding Narrative 2012 page 2
2. Goals
a-- UA Y has four goals for strategic directions; primary goals and objectives for its
services; and multiple goals and objectives that relate to specific programs and funded
grants.
The strategic directions are:
.
Develop better integration, orchestration, streamlining of programs within UA Y
and effective and creative use of each other.
Expand programs and opportunities while maintaining success of existing
programs & maintaining productivity and health of staff.
Use our best practices and staff expertise to tell our story, get recognition of
success for programs and inform the field through research and demonstrated
outcomes
Build a cohesive and effective environment through communication processes,
communication technology, space improvements, job/task descriptions, training
and defined action plans.
.
.
.
The overall service goals and objectives are:
COUNSELING
Goal I:
To provide counseling and conduct an outreach program that will identify
and assist youth and families in stressful situations and respond to their needs
and requests for counseling and intervention.
Obiective A: To provide assistance and appropriate intervention to youth
identified by UA Y or others as being involved in delinquent behavior or at
risk.
· Maintain significant contact with an estimated 1500 young people in their own
environment.
· Provide counseling to 600 individuals and 300 families in Johnson County
· Provide an estimated 300 direct crisis interventions to individuals as needed.
· Maintain one-to-one and group interaction with 400 youth directed at
counseling, individual problem solving and improved self-esteem.
· Facilitate support groups during the year, especially in areas in which youth
share a common interest (at least 4 on-going groups).
· Maintain an outreach office that is an accessible, comfortable atmosphere where
young people can drop in for assistance.
· Act as an advocate for youth when requested or appropriate.
· On a 24-hour basis, be directly available to parents, youth, law enforcement,
and other agencies to respond in person to runaway, homeless, or other youth in
need of immediate assistance.
United Action for Youth Joint Funding Narrative 2012 page 3
Obiective B: To provide accurate information to youth and families in
response to their concerns and interests, referring them to resources in the
community to help meet their identified needs.
· In conjunction with MECCA and area school personnel, law enforcement, as
well and for other groups in Johnson County, offer assistance as part of
intervention teams, especially responsive to requests from schools.
· In cooperation with DVIP, MECCA, Mercy and other agencies, conduct
workshops which are directed at the prevention of teen pregnancy, substance
abuse, child abuse and other problems challenging young people.
· Maintain an up-to-date resource file of helpful information at the outreach
office which includes materials for distribution, and a resource book for
TeenLine.
· Facilitate workshops in other areas of interest to young people (40 workshops
reaching 2000 individuals).
· Refer individuals to other agencies or resources to meet needs unmet by UA Y
(500 referrals of 150 individuals and families).
· Conduct public awareness campaigns and participate in other forums that
improve public knowledge of problems that affect teenagers (including Sexual
Abuse Prevention Week, Child Abuse Prevention Week, substance abuse town
forums, SafePlace,Victims Rights Week, etc.).
Obiective C: Act as a resource to other agencies in meeting the needs of
young people accepting referrals to provide UA Y's services to
individuals, groups and families.
· Provide in-home services to families referred by the schools, DHS or court to
prevent out of home placement.
· Consult with and coordinate UA V's services with other agencies in Johnson
County .
· Accept an estimated 200 referrals from other agencies, schools and individuals
for counseling and intervention.
· Respond to requests for UA Y services or assistance in projects that benefit
youth.
· Work with multi-disciplinary team, case management, and youth development
work group.
· Sub-contract with Four Oaks, Mercy, MECCA and other providers to provide
family support, substance abuse prevention for youth; health services and other
needed support to assist youth and families
· Actively participate in MINK (a network of services for runaway and homeless
youth), FutureNet, The Iowa Collaboration for Youth Development and the
National Network for Youth, national Safe Place, and other networks to draw
on best practices in other communities and improve services for youth.
Youth Development
United Action for Youth Joint Funding Narrative 2012 page 4
Goal II: To provide youth development programs that promote the involvement of young
people in the community and enhance their skills and opportunities for creative expression
and civic engagement.
Objective A: To organize activities, initiate and otherwise make available
opportunities for youth which help them develop improved social skills, self-
esteem, individual talents, and greater participation in the community.
· Provide or assist others in maintaining skill development leadership training,
and peer helper training programs for adolescents in Johnson County.
· Coordinate recreational/leisure activities for youth which encourage the choice
of positive alternatives to delinquency, substance abuse, and other socially
defeating behavior (at least 100 activities with 800 participants).
· Utilize young people as staff, volunteers and board members of United Action
for Youth (at least 2 youth staff, 60 volunteers and 2 board members).
· Operate a peer counseling phone line and web site utilizing 20 trained teen
volunteers to confidentially respond to the concerns of young people.
· Encourage and help develop positions of responsibility within other community
groups for young people including positions on agency boards and public
service committees.
Obiective B: Provide creative learning environments in which young people
can learn about electronic media, communication arts, and
traditional forms of artistic expression, as well as team building
and adventure based self esteem enhancement.
· Maintain a sound and music studio which is equipped for instructional use by
young people for multi-channel recording and sound reproduction.
· Provide space for other arts related activities as it is available and arranged for
use by young people.
· Provide individual and group instruction in the use of studio equipment and
facilities,
· Involve artists, student interns, and other volunteers as resources to participants.
· Operate and staff the studio and Youth Center so that they are convenient for
use by drop-ins (open afternoons, evenings, and weekends).
· Coordinate adventure based learning activities for youth and families using the
ropes course and outdoor events.
.
Obiective C: Facilitate the active participation by youth in community events
and programs which allow them to demonstrate their talents and concerns for
others.
· Organize workshops and projects that involve youth with other populations,
including persons with disabilities, other cultures, older persons, and younger
children.
· Help facilitate the active use of public access opportunities available to youth,
including those at the public library and recreational center.
United Action for Youth Joint Funding Narrative 2012 page 5
· Help facilitate the organization of performances and exhibitions by young
people in order to display their talents to others in the community.
· Organize projects in cooperation with other groups in which young people can
act as media resources to others in the community, or demonstrate helpful skills.
Obiective D: To organize activities, initiate and otherwise make available
opportunities for parents which help them improve their parenting skills,
communication with their children, and general well being
· Conduct outreach to families using school and neighborhood based settings and
in-home visits to reach parents asking for help.
· Organize parent skill training workshops to provide parents skill training.
Including workshops for teens who are parents, workshops for parents and
teens to reduce teen pregnancy, and substance abuse prevention skill building
groups
· Facilitate regular parent participation in area forums for youth and family
services, including the community youth development program and teen parent
program.
· Assist in family resource centers to enhance parent skill and family functioning.
· Provide in-home counseling to families seeking assistance prior to needed
intervention
2. b- Community needs addressed:
Last year there was an increase in youth served by UA Y of over 30%, with 3,176 youth
served by the agency, 811 receiving counseling.
The following are four areas identified by the United Way community needs study
currently underway:
I.The percentage of families living in poverty has grown significantly in Johnson County
to 30.2%. This means there is no money for extras and free after school activities
become increasingly important for youth. UA Y's programming offers numerous creative
opportunities through the youth center, drama, music lessons, musical recording, art
workshops.
2. With statistics from the Assessment showing that more families have both parents
working, the importance of after school connections becomes greater. UA Y offers
programming where youth can connect to a caring adult.
3. The enrollment growth in the Johnson County School District has grown an average of
nearly 20%in the 2009-2010 school year. This increase in students means there is a need
for investing in youth services. Additionally, statistics also showed that our schools are
growing more diverse. United Action for Youth strives to create an environment of
acceptance and tolerance for one another. UA Y has a basic approach of providing
Unconditional Positive Respect (UPR) to all youth and families. UA Y is educating youth
and creating an environment of acceptance, as the Youth Center does, and this more
United Action for Youth Joint Funding Narrative 2012 page 6
important for youth today.
4. Our youth development programs also work to decrease the number of youth who
engage in risky behaviors. Statistics are showing a rise in juvenile arrests. Research
shows that youth who do not have easy access to competence, confidence, connection,
character, and caring/compassion (the five Cs), are at higher risk for a developmental
path that incl;udes personal, social, and behavioral problems and risks (Lerner, 2004,
Tufts Institute for Research in Youth Development.
UA Y's programs address multiple needs of youth and families in the community. Each
year UA Y serves over 100 runaway and homeless youth and over 100 teens who have been
child abuse victims. These teens need counseling and support, as well as other services to
return home safely or to heal from past treatment. In recent years there have been over 100
pregnant and parenting teens served by UA Y each year. There is a need for these teens to
learn effective parenting, stay in school, establish support networks for themselves and
become participants in the work force. The Iowa City Schools and other area schools have
documented the need for many students to overcome barriers to learning. For some of
these youth, mentoring programs are helping them, others need after-school and
community support to assist them in their education. The number of young people with
some needs for early counseling to assist them with mental health issues has risen in recent
years. The Iowa City Schools is in the process of establishing a baseline of mental health
needs of children in the schools, but it was sufficient to warrant a major federal grant to
support expanded services.
· There are many factors that contribute to some of these problems. Lack of services
for teens outside of school and the general lack of easy access to mental health
services for teens is contributing to the request for UA Y to provide counseling.
Economic stress and prior exposure to violence contributes to young people
suffering from child abuse or running away or being homeless. Lack of
information about teen sexuality or the demands of being a parent contribute to teen
pregnancy.
. There is also a need to offer creative and exciting ways for young people to connect
to the community. A national study by the Academy for Educational Development
reports that there is a $10 return on every dollar invested in youth development.
Young people who feel more connected to their community are less likely to
commit crime or be involved in unhealthy behavior. As part of the National Youth
Development Demonstration Project, UA Y is helping the U.S. Health and Human
Services Family Youth Service Bureau learn about how youth development
programs can be created and sustained in communities across the United States and
in Iowa
-bTraining: UA Y devotes over $15,000 from its budget for staff training and
development. That does not include the staff time that UA Y allows staff for training. In
addition UA Y frequently gets additional support for training from its membership in state
and national networks, or scholarships to attend training that are not reflected in the budget.
United Action for Youth Joint Funding Narrative 2012 page 7
UA Y encourages staff development with paid time to attend conferences and training
events. In-services are provided by outside agencies on a monthly basis. Topics last year
included: teen abuse of prescription durgs,treatment and effects; multi-culturalism;
community youth development; responding to teen suicide; and an "Internet Safety"
presentation for prevention educators. Monthly in-service programs are generally about
an hour in length. In addition, staff members have training plans with their teams that
identify potential training interests and trainings attended during the year.
Training on maintaining appropriate boundaries, sexual abuse, and crisis
intervention/community resources are provided through UA Y's "new staff' orientation
and Victim Support Counselors. In-service training also provides information about
UA Y's history and mission, skill development in cultural competence, mandatory child
abuse reporting, Iowa mental health commitment laws, conflict resolution, HIV and
sexually transmitted diseases, and an orientation to teen substance abuse. Also, training
and support has been provided to the Basic Center Coordinator/Associate Director by the
National Victim Assistance Academy. The Safe Place training uses materials and the
training model developed by SafePlace to train workers at business sites. We also use the
Advancing Youth Development training for new staff.
c. volunteers: Volunteer staff play an increasingly important role at the agency. Last year
235 youth and 126 adults contributed over 4,000 hours to UA Y. Volunteers are recruited
and trained by the UA Y Volunteer Coordinator. Volunteer participation has been enhanced
by the AmeriCorps program which has provided AmeriCorps members to assist in youth
development, including the development of Safe Place. Different volunteer positions
require different levels of support and training. Youth Center attendants are trained in a
group setting in the fall and in the spring. They require twenty hours of training on
procedures, nurturing, and listening skills. Peer helpers require similar training with six
additional hours of in-service instruction from other service providers. Youth presenters
receive training in presentation skills and education about youth issues. Other training is
provided as suited to the type of activity. All UA Y volunteers are interviewed and
screened by the Volunteer Coordinator, who then schedules and supervises their activity
appropriately with other UA Y staff. Recruitment varies from public announcements, to
volunteer fairs and includes the University of Iowa students requiring experience for credit.
We also use the service of the United Way and volunteer bureaus to help recruit. We also
work with Big Brother/Big Sisters to assist in recruiting and training the mentors used in
the AMP programs.
United Action for Youth Joint Funding Narrative 2012 page 8
Client Information
4, Clients: UA Y serves youth and families, primarily teens and adolescents, and their
parents for counseling. Teens and younger youth are served in youth development
programs and the Teen Parent program also serves infants and toddlers. Service requests
for counseling and youth development are processed by staff on intake and forwarded to
an appropriate 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 that system. Other youth receive services that are appropriate to various
grants and programs, such as the Teen Parent program or Youth Development project.
UA Y believes in unconditional positive regard, that is a respect for each person and the
diversity of their skills and backgrounds. We utilize a strength-based approach in all of
our programs and that is the cornerstone of our youth development programs.
5. Clients served/projected: Form B is attached.
6. Client satisfaction:
(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. UA Y tracks referral sources and 807 referrals last year came from peers
and self (20%), 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 youth
development, the Teen Parent Program, 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.
7. Budget Form C is attached
8. Need for funding: United Way-- UA Y has been operating on level funding from
United Way and local government sources for several years. While aggressively seeking
state and federal resources to fund youth services, UA Y has also increased its private
contributions significantly and has developed purchase services plans to access third
party payments and fees for therapy and more extensive counseling not covered by
grants. In the last two years UA Y has lost funding for important youth development
work-with the expiration of a large federal demonstration national grant, and reduced
United Action for Youth Joint Funding Narrative 2012 page 9