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HomeMy WebLinkAboutShelter House ApplicationHOME-ARP Application Description Description/General Information and Project Need: The American Rescue Plan Act of 2021 (“ARP”) appropriated $5 billion to communities across the U.S. to provide housing, services, and shelter to individuals experiencing homelessness and other vulnerable populations. These funds were allocated by formula to jurisdictions that qualified for funding through the HOME Investment Partnership Program (HOME Program) from the U.S. Department of Housing and Urban Development (HUD). Eligible activities that may be funded with HOME-ARP include: 1. Development and support of affordable housing; 2. Tenant-based rental assistance; 3. Provision of supportive services (such as housing counseling, homelessness prevention, childcare, job training, legal services, case management, moving costs, rental applications, and rent assistance); and 4. Acquisition and development of non-congregate shelter units. Funds must primarily benefit individuals and households in the following Qualifying Populations: 1. Experiencing homelessness; 2. At risk of homelessness; 3. Fleeing domestic violence, dating violence, sexual assault, stalking or human trafficking; 4. Other popula�ons with high risk of housing instability including: a. Households who have previously been qualified as homeless, are currently housed, and who need addi�onal assistance to avoid a return to homelessness b. At greatest risk of housing instability i. Households with annual income <=30% of AMI who are paying more that 50% of monthly household income toward housing costs ii. Households with annual income <=50% of AMI AND meets one of the following criteria: 1. Households who have moved two or more times in the last 60 days 2. Households living in the home of another due to economic hardship 3. Has been notified in writing that their right to occupy their current living or housing situation will be terminated within 21 days 4. Households living in a hotel/motel not subsidized by other programs 5. Lives in an SRO or efficiency unit with more than 2 persons or in a larger housing unit in which there are more than 1.5 persons per room, as defined by the U.S. Census Bureau 6. Is exiting a publicly funded institution or system of care 7. Otherwise lives in housing that has characteristics associated with instability and an increased risk of homelessness Iowa City expects to have $1,521,981 in HOME-ARP funds available for allocation in a competitive funding round, including up to $89,000 for non-profit operating & capacity building funds for applicants who are carrying out the eligible activities listed above. Section 1 - General Information and Project Need Name Website UEI Number For help obtaining a UEI: External UEI Transi�on FactSheet Address Organization Type Name Title Phone Email Did you complete a survey or attend a consultation meeting for HOME-ARP? System for Award Management (SAM) Registration Expiration Date: Is there a secondary applicant? Is applicant (including partners, co-applicants, etc.) currently in compliance with all federal, state, and local laws, rules, and regulations, including CDBG and/or HOME funded projects? Name Address 1. Lead Organization/Agency Shelter House www.shelterhouseiowa.org JKAHSBKEL8G4 City Iowa City State / Province / Region Iowa Postal / Zip Code 52240 Country United States Street Address 429 Southgate Avenue Address Line 2 501(c)3 Public For Profit Faith-based CHDO Other Application Contact Crissy Canganelli Executive Director 319-338-5416 x305 crissy@shelterhouseiowa.org Yes No 2/16/2023 Yes No Yes No 2. Project Supportive Services for Individuals and Families in Permanent Supportive Housing through Single Site and Scattered Site Approaches Project Type Qualifying Populations Served Please indicate whether your project will prioritize any populations or subpopulations: Population/subpopulation to be prioritized Indicate the documentation used to ensure the households served are eligible Indicate the referral method(s) used for the project Brief Description City Iowa City State / Province / Region Iowa Postal / Zip Code 52240 Country United States Street Address 429 Southgate Avenue Address Line 2 Mark all that apply Affordable Housing Development Tenant Based Rental Assistance (TBRA) Supportive Services Development of non-congregate shelter mark all that apply Experiencing homelessness At risk of homelessness Fleeing domestic violence Other at-risk populations Yes No The project must comply with all applicable fair housing, civil rights, and nondiscrimination requirements, including but not limited to those requirements listed in 24 CFR 5.105(a) when applying preferences. Persons who are eligible for a preference must have the opportunity to participate in all activities in which they are eligible, including activities that are not separate or different, and cannot be excluded because of any protected characteristics or preferential status. Participants are identified and prioritized through the Coordinated Entry System which assesses for acuity of need. Chronic homelessness status is prioritized for 501 housing opportunities as mandated by HUD. All participants will demonstrate evidence of one or multiple disabling conditions in combination with criminal history, poor credit, domestic violence, and at risk of homelessness and history of housing instability/homelessness (those households currently served through Rapid Rehousing but indicating need for a Permanent Supportive Housing approach). (VI-SPDAT, third-party income verification, etc.) VI-SPDAT, homelessness verification; verification of disability and chronic homeless status; income verification; verification of housing instability. (Coordinated Entry, waitlist, etc.) Coordinated Entry (include purpose, benefits, and specific activities of project) The proposed project, if funded, will leverage HUD Continuum of Care funds already committed to the project to provide Supportive Services for tenants at 501 Southgate Avenue and tenants in scattered site housing participating in the Mainstream Voucher Program. This is a Permanent Supportive Housing project using a Housing First approach. Permanent Supportive Housing (PSH) combines permanent affordable housing (tenants have the legal right to remain in the unit as long as they wish, as defined by the terms of a renewable lease, and pay no more than 30% of income for housing) with voluntary support services designed to help tenants stay housed and address health issues while building the necessary skills to live as independently as possible. Individuals housed and supported through this project have previously been trapped in a cycle of crisis and housing instability (including homelessness and chronic homelessness) due to poverty, trauma, violence, mental illness, addiction, or other chronic health conditions. The traditional service and housing interventions do not work for these individuals and are instead experienced as functional barriers to stability and care with the result being that the most vulnerable are habitually cycling in and out of high-cost crisis services and homelessness. This comes at great cost to our communities, our state, and indeed results in the greatest cost of all—the loss of life. Permanent Supportive Housing is an evidence-based housing intervention prioritized for individuals with complex health and behavioral health issues and has been proven to significantly reduce returns to jail and homelessness, reliance on emergency health services, and improve overall quality of life. 501 Southgate Avenue will be available for occupancy on June 17th. The property (36 units) will be at 90% occupancy by June 30th and 100% occupancy by mid-July. All 78 Mainstream Vouchers have been assigned through Coordinated Entry and households placed into housing accordingly. Supportive Services for these households were originally paid for with COVID Response funds available through 2021. Shelter House has continued to provide services without interruption for all Mainstream Voucher Program tenants and sourced the cost through the first six months of 2022 with unrestricted operating funds. We have demonstrated success in all aspects of housing provision and supportive services engagement with not a single household recidivating back to homelessness. However, debt service payments on the 501 building will begin in July. The minimum annual payment will be $162,780 (the cost of nearly three fulltime Permanent Supportive Housing case managers). This added burden on the agency’s operating budget will prevent Shelter House from continuing to self-fund supportive services for these high-risk households. Unless alternative funding is secured, Shelter House will be forced to terminate services within the next quarter. If past experience stands true, without wrap around supportive services and PSH case management staff, these high-risk households will overtime decompensate and eventually return to homelessness. This request is to support the gap in funds for the Supportive Services component for tenants in Permanent Supportive Housing at 501 Southgate Avenue and in Scattered Sites with the Mainstream Voucher Program. Funds are requested 3. Mark goal from City Steps 2025 primarily addressed by this application Briefly explain how the project will meet this goal. 4. How will this project respond to the impacts of COVID-19? over a three-year period at 100% of the gap in Year 1, 50% of the gap in Year 2, and 25% of the gap in Year 3 for a total request of $517,742 ($491,855 in Supportive Services and $25,887 in Operating) and will fund case management, life skills, employment assistance, and housing counseling and landlord-tenant support as delineated in the budget. Please refer to the budget materials attached to this application for full budget details. Increase the number of affordable rental housing units Provide tenant-based rental assistance (TBRA) Serve those experiencing homelessness and reduce homelessness Provide public services Other The Supportive Services indicated in this project are essential to Permanent Supportive Housing which combines permanent affordable housing (tenants have the legal right to remain in the unit as long as they wish, as defined by the terms of a renewable lease and pay no more than 30% of income for housing) with voluntary support services designed to help tenants stay housed and address health issues while building the necessary skills to live as independently as possible. Supportive Services staff are trained in Trauma Informed Care and Motivational Interviewing. These skills are used in combination with a Harm Reduction approach. Shelter House provides case management, life skills, employment support, mental health stabilization and crisis management and relies on community partners for provision of integrated primary and behavioral health clinical services. Together, we ensure everything radically possible is done to help each tenant maintain their housing. Through the maintenance of housing, individuals can and do begin to stabilize, demonstrate more interest in self-care, and over time, engage in stabilization services which are substantially more cost effective than high-cost emergency services and interventions. Tenants in Shelter House Permanent Supportive Housing are overwhelmingly remaining housed and demonstrating marked improvements in health and well- being with simultaneous, precipitous declines in criminal justice and health systems involvement. This is a lifesaving Evidenced Based Practice and cost-saving housing intervention proven to end homelessness. Supportive services are crucial in this equation. If funded, this project will end homelessness for as many as 140 people. Individuals and families identified through Coordinated Entry for this project move from the street or shelter into a private dwelling and are therein guaranteed the ability to socially distance and isolate. Households are moving out of the most extreme, exposed, and high-risk conditions including congregate shelter environments to permanent housing which not only limits their exposure to COVID-19 but in fact can entirely dictate their health and health trajectory. This project, if funded, will end homelessness for as many as 140 people over a three-year period. Supportive services are combined with affordable permanent housing (through either a single site or scattered site approach) to provide Permanent Supportive Housing (PSH). PSH is intended for individuals and families trapped in a cycle of crisis and housing instability due to extreme poverty, trauma, violence, mental illness, addiction, or other chronic health conditions. For these populations, housing is a necessary precursor of health. According to the Corporation for Supportive Housing’s report, Housing is the Best Medicine Supportive Housing and the Social Determinants of Health (July 2014 publication), “…access to safe, quality, affordable housing and the supports necessary to maintain that housing constitute one of the most basic and powerful social determinants of health.” Section 2 - Budget and Resources HOME-ARP funds may be used to pay for up to 100% of eligible costs associated with the project. While there is not a match requirement, please identify any additional funding allocated for the project. Funding terms including type of assistance and affordability period are determined upon award. Please a�ach a scope of work or es�mate for any project that involves rehabilita�on or new construc�on to demonstrate the cost reasonableness of any proposal. 5. Summary Budget In the applicable budget detail table(s), please submit budget details for the full scope of the project, regardless of whether HOME-ARP funds are requested for a specific activity. Category Amount Requested If funds requested, complete the following budget detail tables: Affordable Housing Development 5a Tenant-Based Rental Assistance 5b Supportive Services 5c Development of non- congregate shelter 5d Nonprofit Operating & Capacity Building Maximum 5% of total HOME-ARP funds requested 5e Total 5a. Affordable Housing Development Sub-Category Sub- Category Amount Requested Other Funds Allocated Committed Funding Source(s) Description of Activity Land Acquisition Building Acquisition Site Improvements Rehabilitation Construction Professional Fees Construction Finance Permanent Finance Developer Fees $ $ 491,855.00$ $ 25,887.00$ 517,742.00$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Operating Costs/Reserves Relocation Costs Other 5b. Tenant Based Rental Assistance Sub-Category Amount Requested Other Funds Allocated Committed Funding Source(s) Description of Activity Rental Assistance (Tenant) Rental Assistance (Master Lease) Security Deposits Utility Deposits Inspection Costs Administration Total 5c. Supportive Services Sub-Category Amount Requested Other Funds Allocated Committed Funding Source(s) Description of Activity Child Care Education Services Employment Assistance & Training Food Housing Search & Counseling Legal Services $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 24,964.00$ 48,048.00$ HUD Continuum of Care Job search, application, and interviews; vocational supports and training; supported employment placement and coaching (.4FTE’s for 3 years). $ $ $ $ $ $ Life Skills Training Mental Health Services Outpatient Health Services Outreach Services Substance Abuse Treatment Transportation Case Management Mediation Credit Repair Landlord/Tenant Liaison Services for Special Populations Financial Assistance Short-Term Rent Assistance Medium-Term Rent Assistance Total 5d. Development of Non-Congregate Shelter 187,225.00$ 360,360.00$ HUD Continuum of Care Daily living support including but not limited to assisting with personal care, housekeeping, groceries, laundry, budgeting, transportation to and from appointments (3.1 FTE’s for 3 years). $ $ $ 15,000.00$ HUD Continuum of Care Prescriptions, personal medical equipment and supplies. $ $ $ $ $ 37,500.00$ HUD Continuum of Care Monthly bus passes; taxi; mileage reimbursement; vehicle maintenance and repair. 267,184.00$ 514,254.00$ HUD Continuum of Care Program management; case management; care coordination; application for, engagement, and maintenance in all qualifying Mainstream Services (4.3FTE’s for 3 years). $ $ $ $ 12,482.00$ 24,024.00$ HUD Continuum of Care Maintenance and facilitation of landlord tenant relationship; conflict management and resolution (.2FTE’s for 3 years). $ $ $ $ $ $ $ $ 491,855.00$ 999,186.00$ HUD Continuum of Care Supportive Services Sub-Category Amount Requested Other Funds Allocated Committed Funding Source(s) Description of Activity Land Acquisition Building Acquisition Site Improvements Rehabilitation Construction Demolition Professional Fees Construction Finance Developer Fees Total 5e. Nonprofit Operating & Capacity Building Sub-Category Amount Requested Other Funds Allocated Committed Funding Source(s) Description of Activity Operating Expenses Capacity Building Total $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 25,887.00$ 327,831.00$ HUD Continuum of Care 501 Southgate Avenue facility maintenance and 24/7 staffing $ $ 25,887.00$ 327,831.00$ HUD Continuum of Care 501 Southgate Avenue facility maintenance and 24/7 staffing Section 3 - Feasibility and Community Impact 6. Anticipated Income Levels of Beneficiaries Households Persons 0-30% AMI 31-50% AMI 51-60% AMI 61-80% AMI Over 80% AMI Total Basis for Estimates Indicate prioritization for populations to be served: Rate each population on a scale from 0-10. If all populations will be served without prioritization, rate all as “1”. If a population will not be served, rate “0”. Experiencing Homelessness At Risk of Homelessness Domestic Violence Previously Homeless & At Risk of Recurrence At Greatest Risk of Housing Instability Chronically Homeless Veterans & Veteran Families Elderly Persons with Disabilities Other (Specify) 120.00$ 140.00$ $ $ $ $ $ $ $ $ $ $ Three-year estimate of tenant capacity at single site PSH building located at 501 Southgate (36 one-bedroom units) with addition of six participants given current experience of mortality rate experienced at Cross Park Place in combination with total number of households and persons enlisted in Mainstream Voucher Program (Scattered Site PSH). 1 1 1 1 1 1 1 1 1 Note, all participants are identified and prioritized based on acuity of need through Coordinated Entry as previously indicated. 7. Housing Projects Affordable Housing Development Projects Unit Size Total Units in Project Proposed HOME-ARP Units Proposed Contract Rent SRO Studio/Eff 1BR 2BR 3BR 4BR Non-Congregate Shelter Projects Unit Size Total Units in Project SRO Studio/Eff 1BR 2BR 3BR 4BR Proposed rental assistance contract term Unit Size Projected Households to be Assisted SRO Studio/Eff 1BR 2BR 3BR 4BR 9. Supportive Services Projects $ $ $ $ $ $ 8. TBRA Projects Projected Single Individuals to be Assisted Projected Families to be Assisted Describe the specific environment in which the qualifying participants will present to be enrolled for services Affordable Housing Development Projects Number of people on housing waiting list Total number of units owned by the organization Number of federally funded units (CDBG, HOME, LIHTC, CoC, etc.) Total number of units currently vacant Total vacancy rate Number of federally funded units vacant Does your organization use a property management company? If yes, please indicate the entity Non-Congregate Shelter Projects Number of people on shelter waiting list Number of shelter beds/units owned by the organization Number of federally funded shelter beds (ESG, etc.) Number of beds not occupied as of last Point in Time Count Total vacancy rate (Question 4/Question 2) Number of federally funded shelter beds vacant as of last Point in Time Count 11. Proposed Project Timetable Include milestones such as rezoning, construction schedule, application(s) for other funding, expected commitment dates, hiring dates, service delivery start dates etc. as applicable. Attach additional sheets as necessary. Date Milestone 11 0 10 i.e. shelter, street outreach, PSH, etc. This request is for Supportive Services for tenants in both single site (501 Southgate Avenue) and scattered site (Mainstream Voucher Program participants) Permanent Supportive Housing. 10. Vacancy & Property Management July 1, 2022 Supportive Services for PSH tenants (36) in 501 Southgate Avenue and Mainstream Voucher Program tenants (78 households) in scattered sites receive ongoing supportive services and housing stability supports including case management, life skills, employment assistance, landlord tenant support, transportation, and primary and behavioral health care services. 12. Describe how the project will promote the efficient use of funding over the compliance term and beyond: 13. Describe how the project will provide for affordable housing or public assistance at rates or prices lower than those in the current existing market: September 1, 2022 If HOME-ARP funds are not awarded Supportive Services for Mainstream Voucher Program PSH participants will be terminated. If funds are awarded all services will continue without interruption. In 2013 the Local Homeless Coordinating Board joined together to better understand cross-system service utilization patterns of members of our community known to be homeless, familiar faces, and frequent users of local services. Police calls for service records were used to identify homeless individuals with high levels of police engagement. From a list of 24 individuals the group acquired releases from four individuals who agreed to participate in our study. By following the data, our team uncovered a story of four individuals over a 4.5 year period, each repeatedly cycling through our existing services, only to return to living on the street; each time in worse health than before for a total cost to our community of over $2.16 million over the research period and an average per person annual cost of $140,000. Our findings were consistent with that of other communities across the nation undertaking similar analyses with substantial investment in money and resources being made only for people to ultimately recidivate back to the streets of our communities. As a gross estimate, if we take 140 individuals against the average per person cost (which is albeit dated and only higher today) the average annual cost of doing nothing would be about $19.6 million over the next three years. This is money that is currently being spent across the criminal justice, health and homeless services systems. In the absence of a permanent supportive housing solution, the paradigm is both inefficient and ineffective with poor outcomes both on an individual and community level. In contrast, as demonstrated by Cross Park Place, a Shelter House Permanent Supportive Housing project that opened in January of 2019, tenants are overwhelmingly maintaining their housing—men and women who had been homeless for years, if not decades, now have the stability and safety of a home. With just under 3.5 years of operations at Cross Park we are already seeing evidence of significant declines in incarceration rates. A quarterly analysis of nights spent in jail by Cross Park Place tenants reveals a 74% decrease in nights spent in jail from the three-year quarterly average of 107 nights per quarter (prior to housing placement) down to 28 nights (post housing placement). There have further been precipitous declines in utilization of our hospital emergency departments and inpatient care units. Permanent Supportive Housing and the Housing First approach have been demonstrated to save both lives and money. We are bearing witness to this in our community. The intended expansion of permanent supportive housing coupled with the necessary supportive services will ensure this life saving intervention is made available to and sustained for those in greatest need. 14. Describe in what manner or form the project will proceed if awarded less than full funding; if there are several elements of the project, describe how they will be prioritized: 15. For Non-Congregate Shelters: HOME-ARP Funds cannot be used for operating costs of non-congregate shelters. Describe how the ongoing operating costs will be funded, at least for the minimum compliance period: 16. For Non-Congregate Shelters: Do you anticipate the future conversion of the Non-Congregate Shelter to Rental Housing? Explain: The Iowa City Housing Authority has dedicated 36 Project Based Vouchers to the 501 Southgate Avenue project and 78 Mainstream Vouchers for households engaged in Permanent Supportive Housing through a scattered site approach. While rent is determined by HUD's calculation of fair market rate, the tenant's rent obligation is controlled at no more than 30% of income. If a tenant has no income, their rent obligation is $0. Tenants are not charged for utilities and there are no program costs to the tenants. All participants are provided primary health care, counseling, and psychiatric care. These services are embedded in the program and are also provided at no cost to the tenants. One of the first tasks undertaken by case managers after the individual or family is settled into their housing placement is to begin to work with each household to apply for and secure any qualifying mainstream program supports to provide income for the tenant, best ensure a source of payment for needed medical care that exceeds the capacity of embedded clinicians, and support the tenant in securing food, other essentials and other qualifying support. This request is to support the gap in funds for the Supportive Services component for tenants in Permanent Supportive Housing at 501 Southgate Avenue and in Scattered Sites with the Mainstream Voucher Program. Funds are requested over a three-year period at 100% of the gap in Year 1, 50% of the gap in Year 2, and 25% of the gap in Year 3. Please refer to the supporting budget materials attached to this application for details of the full request. Over the course of this three-year period Shelter House will strive to aggressively pay down the debt on the 501 Southgate Avenue property which will simultaneously increase Shelter House’s capacity to cover an increasing portion of the Supportive Services costs. If awarded less than full funding, Shelter House will not have the ability to meet the full cost burden of supportive services for all households and will reassess the Supportive Services budget. The number of households supported through this initiative will be reduced according to the rate of funds available. The timing and number of households losing support will depend on the amount of funds awarded. Not Applicable Not Applicable Section 4 - Capacity and Applicant History 17. HOME and/or CDBG funds received and status of the project(s) undertaken Timeframe Budget Expended through 2021 Date Project Completed July 1, 2016 – June 30, 2017 July 1, 2017 – June 30, 2018 July 1, 2018 – June 30, 2019 July 1, 2019 – June 30, 2020 July 1, 2020 – June 30, 2021 July 1, 2021 – June 30, 2022 18. Describe your organization’s experience and capacity to administer the proposed program. Identify any prior year funds that remain unspent. If funds remain, justify this funding request. 25,000.00$ 25,000.00$ 10/31/2016 $ $ 93,966.00$ 93,966.00$ 6/24/2019 $ $ 100,357.78$ 100,357.78$ 6/30/2021 525,000.00$ $ Shelter House has provided emergency shelter and therefore managed a shelter facility since 1983. From 1983 to 2010 Shelter House operated out of a single-family home on the Northside of Iowa City (331 North Gilbert Street). In 2010 construction of a new $3.5 million shelter facility was completed and operations moved to the new facility located on Southgate Avenue, a more than 14,000 square foot, two- story building which Shelter House owns and manages. Shelter House has provided Supportive Services since 2000, Rapid Rehousing since 2016 (both funded through HUD Continuum of Care), and in 2011 moved into the arena of permanent supportive housing. The organization now owns and manages four homes (three in Iowa City and one in Coralville) through which we provide permanent supportive housing for up to 22 adults, each with a diagnosis of a serious mental illness (schizophrenia, bipolar disorder, major depression, etc…). In January of 2019 Shelter House completed a $3.1 million new construction permanent supportive housing project—Cross Park Place, a two-story building owned and managed by Shelter House, with 24 one- bedroom units targeted for the chronically homeless. In June 2021, we broke break ground on a $7.3 million new construction permanent supportive housing project—a three- story building with 36 one-bedroom units targeted for the chronically homeless. Construction was completed in June 2022 and the building will be at full occupancy by July 1, 2022. In addition to the new construction projects and property acquisitions, we have been responsible for multiple rehab projects on the rental properties we own and before that the original shelter. Each new construction project has incorporated substantial HUD awards (National Housing Trust Fund, CDBG, and HOME) in combination with private loans and grants from the Housing Trust of Johnson County (HTFJC), local financial institutions, and private foundations. Rehab projects have been funded through local CDBG, HOME and HTFJC. Otherwise, we maintain assets of over $11.5 million and an annual operating budget of $5.25 million. We administer over $3 million annually in federal and state grants restricted to Rapid Rehousing, Permanent Supportive Housing, and more recently Eviction and Homelessness Prevention. Over the years, Shelter House has developed the organizational structure and deliberately developed the staff capacity and expertise. With the exception of the Emergency Shelter HVA Replacement Project referenced below, Shelter House has expended all previous awards (local, state, and federal) in a timely manner and has without exception fulfilled all compliance and reporting requirements and met if not exceed intended outcomes. Most recently, in January 2022, Shelter was selected by the Iowa Department of Human Services to join the University of Iowa Center for Disabilities and Development (CDD) and the Iowa Consortium for Substance Abuse Research and Evaluation to establish a Center for Excellence for Behavioral Health. Shelter House is Subject Matter Expert in Permanent Supportive Housing and is providing expertise and support to the CDD and developing training materials and protocols for delivering trainings, technical assistance and fidelity monitoring of Permanent Supportive Housing in Iowa. FY22 funds were awarded for: 1) PSH New Construction in the amount of $300,000 and will be expended as the construction billing closes out by 06/30/2022; 2) HVAC Replacement in the Emergency Shelter in the amount of $225,000 and will be expended by 12/31/2022. The current 19. Do you anticipate receiving and/or expending over $750,000 in federal funds in a single fiscal year? 20. Describe your organization’s structure, officers, and staff. 21. Describe the education and experience of the key staff who will implement the project (excludes volunteers, board members, and consultants). request is for Supportive Services which are not eligible expenses for these previously awarded projects. Yes No Shelter House is governed by a 17-member Board of Directors. The Board meets monthly reviews monthly financial statements and program reports, provides oversight and support to the Executive Director, and consistently informs policy and strategic initiatives. The Executive Director reports directly to the Board. Shelter House services are structured according to the following two departments: 1) Emergency Services composed of Emergency Shelter, Drop- In, Coordinated Entry, Street Outreach, and Eviction Prevention and Diversion Services 2) Housing Services composed of Rapid Rehousing, Permanent Supportive Housing (both single site and scattered site models), and Supported Employment. Both departments are led by a respective Director who in turn supervises program managers responsible for the unique, dedicated teams of direct service providers (facility coordinators and case managers). All aspects of service delivery, management, and oversight are the responsibility of the Associate Executive Director. The Director of Strategic Operations manages the Agency Accountant and Human Resources Manager. This arm of the organization is responsible for all financial management and accounting, contract management and compliance, human resources, and legal matters. The Director of Development and Communications works with a supporting team of two and is responsible for all fundraising (operating and capital) initiatives, grant writing, events, and communications. The agency remains administratively lean with administrative and fundraising costs comprising no more than 15% of the agency’s operating expenses. Board officers’ professional experiences range from divinity, law, psychiatry, education, insurance, and real estate, to banking, financial audits, and construction. Shelter House staff educational, professional, and life experiences are diverse ranging from individuals with past lived experience of homelessness, military service, advanced degrees in planning, social work, public administration and law, undergraduate and associate degrees ranging from education, accounting, political science, and business, to years of experience in human services and disability services fields, hospitality, and retail. All work in service to our community and the men, women, and children who walk through our doors; all are deeply committed to advancing the mission of Shelter House. Crissy Canganelli has a Bachelor of Arts in Economics and Master’s in Urban and Regional Planning both from the University of Iowa. She has served as the Executive Director of Shelter House since 1998. With the support of the Shelter House Board of Directors and that of the greater community, she has led the organization through considerable growth and change building the organization’s assets from $175,000 to $11.5 million and annual operating budget from $160,000 to $5.25 million. Through her leadership, Shelter House has transformed from an organization offering no more than a roof and a bed to one that in addition to Emergency Shelter offers Street Outreach, Rapid Rehousing, Permanent Supportive Housing (two different models) and Supported Employment. Through these efforts combined, the agency is no longer focused on managing homelessness but on ending it. To achieve this, Crissy has spent the past twenty years growing the capacity of Shelter House, cultivating relationships across all sectors of the community, and building intentional coalitions with both private and public stakeholders. Crissy is a founding and current board member (Vice Chair) of the Housing Trust Fund of Johnson County and has served on the Johnson County Affordable Housing Coalition Board since its origination in 2003. She has served on the Governor appointed Iowa Council on Homelessness as Chair of the Policy and Planning Committee since its inception and the newly established Iowa Balance of State Continuum of Care Governance Board which oversees the administration of all HUD Continuum of Care funds throughout the 96- county region. Crissy was recognized in 2006 by the Iowa City Human Rights Commission with an award for Individual Leadership Within a Service Organization, in 2011 as the Agency Executive of the Year by the United Way of Johnson County, and by the Iowa City Press Citizen as the 2011 Person of the Year. Under her leadership, Shelter House has most recently been recognized by the Iowa City Area Chamber of Commerce as the 2019 Non-Profit of the Year, the Iowa Medical Society as the 2019 Washington Freeman Peck Award recipient, and The Iowa Finance Authority as the recipient of the 2019 Housing Iowa Award for Special Needs Housing Development. Mark Sertterh has a Bachelor’s of Science degree in Health Studies from The University of Iowa and has been employed by Shelter House since 2011. Mark has worked in the mental health and social services fields in Johnson and Linn Counties for over 20 years. He has also been active at the state level as a member of the Iowa Council on Homelessness’ Policy and Planning Committee and serves on the Iowa Balance of State Continuum of Care Coordinated Entry Committee. Locally, Mark is an active member of the Johnson County Local Homeless Coordinating Board and the lead member of the Johnson and Washington Counties Coordinated Services Region. Mark has recently served as a member of both Hawkeye Area Community Action Program and Mayors Youth Empowerment Program board of directors. Under his leadership Shelter House has managed the paradigm shift from Housing Ready to Housing First and executed new services and housing interventions including Coordinated Entry, Street Outreach, Rapid Rehousing, Permanent Supportive Housing, and Eviction Prevention. Erin Sullivan began her career with Shelter House in 2010. Now as the Housing Services Director, Ms. Sullivan supervises and supports the operations of 50 staff who are dedicated to providing short and long term housing 22. Describe your organization’s business/operations plan approach and identify the relevant factors that help verify the demand for the proposed project. If another organization provides the same services, explain why both projects are needed to address the need. interventions and supported employment services. A large part of Erin’s daily routine is providing support and resources to her staff, budget management, crisis management, and collaborations with community partners. She received a BA in Psychology with a minor in American Sign Language from the University of Iowa. In 2014 Shelter House began to realign resources and restructure programs to reduce barriers and align agency- wide with Housing First principles. From that point forward, Shelter House has worked in earnest to move from a paradigm of managing homelessness to ending homelessness in our community. The most visible indicator of this shift was the construction and operationalization of Cross Park Place. The 501 Project is an expansion of this ongoing effort and taken in combination with scattered site strategies currently underway is a demonstration of our continued commitment to ensuring the experience of homelessness in Johnson County is rare, brief, and nonrecurring. Through these efforts combined, we are demonstrating an end to homelessness one person and one family at a time. People with histories of homelessness and severe housing instability spanning decades are, with our support, moving into housing, regaining health and stability, and remaining housed. Our experience is demonstrating the efficacy of this lifesaving intervention locally. The housing intervention and supportive services are unduplicated in Johnson County as we offer Permanent Supportive Housing through a Housing First approach —meaning tenants are not required to engage in services or demonstrate sobriety or med-compliance as a prerequisite to housing or as a condition to retaining their housing. The National Low Income Housing Coalition reports “Across Iowa, there is a shortage of rental homes affordable and available to extremely low-income households (ELI), whose incomes are at or below the poverty guideline or 30% of their area median income (AMI).” The shortage is estimated at 51,141 units with only 44 affordable and available units available for every 100 ELI households. And while this is by far the greatest affordable housing need and gap in the state of Iowa, the challenge we are addressing is not simply an affordability issue it is more complex. Individuals housed and supported through this project have previously been trapped in a cycle of crisis and housing instability (including homelessness and chronic homelessness) due to poverty, trauma, violence, mental illness, addiction, or other chronic health conditions. The traditional service and housing interventions do not work for these individuals and are instead experienced as functional barriers to stability and care with the result being that the most vulnerable are habitually cycling in and out of high-cost crisis services and homelessness. This comes at great cost to our communities, our state, and indeed results in the greatest cost of all—the loss of life. The proposed project, if funded, will be used to leverage HUD Continuum of Care funds already committed to the project to provide Supportive Services for tenants at 501 Southgate Avenue and tenants in scattered site housing participating in the Mainstream Voucher Program. 501 Southgate Avenue will be available for occupancy on June 17th. The property (36 units) will be at 90% occupancy by June 30th and 100% occupancy by mid-July. All 78 Mainstream Vouchers have been assigned through Coordinated Entry and households placed into housing accordingly. Supportive Services for these households were originally paid for with COVID Response funds available through 2021. Shelter House has continued to provide services without interruption and sourced the entirety through unrestricted operating funds through the first six months of 23. Describe your organization’s activities and portfolio, including projects currently underway. For housing providers/developers, include number of units owned/managed. 24. Describe any identity of interest (IOI) relationships with the applicant and/or project owners. (i.e. General Partner has a financial interest in the construction company, etc.) 25. Describe how you will incorporate sustainability initiatives into your project to help carry out the City’s Climate Action Plan. 2022. We have demonstrated success in all aspects of housing provision and supportive services engagement with not a single household recidivating back to homelessness. Debt service payments on the 501 construction will begin in July. This added strain on the agency’s operating cash will prevent us from the capacity to continue to self-fund supportive services for these high-risk households. Unless alternative funding is secured, Shelter House will be forced to terminate services within the next quarter. If past experience stands true, without the support of PSH staff, these high-risk households will overtime decompensate and eventually return to homelessness. The demonstration of need for this project is financial on the part of Shelter House and is substantiated by the positive impact and efficacy we have achieved in keeping people housed who have otherwise struggled for years, if not decades, to overcome homelessness and housing instability. Shelter House manages over $11.5 million in assets and maintains an annual operating budget of just over $5.25 million (sourced by local, state, and federal grants, private and corporate gifts, grants and contributions, fundraising, and contract revenue). Activities range from Emergency Shelter (up to 750 people annually), Drop-In Services (450 people annually), Coordinated Entry, Street Outreach (with hundreds of contacts and 69 individuals moved to housing from the street in the last year), Rapid Rehousing (over 400 people served each year), Permanent Supportive Housing (over 160 households, both single adults and families, in 2022 will be served through single site and scattered site approaches), Supported Employment for tenants in Permanent Supportive Housing (35 employees), and Eviction Prevention and Diversions (with 701 people served in the last year). With respect to capital projects currently underway, construction is near final completion of the 501 Project (a Permanent Supportive Housing project, three-story building with 36 one-bedroom units targeted for the chronically homeless) and intends to replace to HVAC system at the emergency shelter facility yet this year. Shelter House owns, manages, and maintains the following properties and incorporates both single and scattered site housing opportunities: 1) The Southgate Avenue Emergency Shelter facility for single adults and families (a two-story, 14,000+ square foot building, with 70-bed capacity), 2) Cross Park Place (a two-story, 14,000+ square foot building with 24 one-bedroom apartments) located at 820 Cross Park Avenue, 3) Four single family homes (Fairweather Lodge Permanent Supportive Housing providing housing for four to six adults per home and total 22 unit capacity) located on both the east and west sides of Iowa City and Coralville and as of this submittal is opening 4) 501 Southgate Permanent Supportive Housing (a three-story, 22,000+ square foot building with 36 one-bedroom apartments). Not Applicable. 26. Explain how your agency promotes racial equity and inclusivity for marginalizes populations (including, but not limited to; people of color, LGBTQ+, immigrants/refugees, individuals with disabilities) This project, if funded, will ensure supportive services for individuals and families in Permanent Supportive Housing through both single site and scattered site approaches. As it pertains to this project, the single site is 501 Southgate Avenue which is a new construction project and has incorporated the following elements of the Climate Action Plan: 1.1) increase energy efficiency in residences, 1.2) Increase energy efficiency in businesses, and 1.3) Increase energy efficiency in new buildings by purchasing appliances that meet energy star ratings and adhering to energy efficiency building standards; 1.4) increase on-site renewable energy systems with the inclusion of solar panels; and 2.4) increase compact and contiguous development by maintaining the density of the surrounding neighborhood as we developed an infill site to its maximum allowable capacity and 3.1) Increase recycling at multi-family properties. Tenants housed through the scattered site approach are not guaranteed to be afforded these same benefits as households are renting from a diverse array of landlords throughout the community with the limiting requirements being the rent standard and fact that properties must meet HUD Housing Quality Standards. Additionally, Shelter House supportive services staff work to identify rental housing opportunities in good proximity to amenities (groceries and schools) and public transit. It is therefore highly likely tenants will be housed in locations that meet 2.4) increase compact and contiguous development. All participants will be encouraged to utilize public transit and orientation to the system routes and bus passes are provided. Therefore 2.1) Increase use of public transit systems is fully incorporated. Realistically, given this population is 0-30%AMI there is a higher likelihood overall of conforming to 2.3) Increased bicycle and pedestrian transportation then the general population of Iowa City. This is frankly a burden for many of the households with whom we work and disproportionately borne on households with lower income overall. The housing intervention proposed in this submission is intended for the hardest to house, individuals and families that have previously been trapped in a cycle of crisis and housing instability (including homelessness and chronic homelessness) due to poverty, trauma, violence, mental illness, addiction, or other chronic health conditions. These individuals are extremely low income falling at or below 30% AMI, have complex health and behavioral health issues, and frequently, if not habitually, cycle through our emergency rooms, behavioral and mental health services, corrections and criminal justice system, emergency shelter and social services. Almost without exception, they have extensive criminal records, bad credit histories, poor rental histories (if they exist at all), and limited income (as SSI/SSDI are often the only income sources and not currently secured). These challenges combined make it virtually impossible to access existing housing and services in our community and requires us to take an aggressive and unique approach—Housing First. Shelter House promotes racial and social equity and inclusivity through all aspects of our service interventions and work environments (shelter and housing facilities). Shelter House is committed to providing an environment free of unlawful harassment and maintains a strict prohibition against harassing conduct based on race, religion, creed, color, sex, national origin, age, disability, sexual orientation, gender identification, veteran’s status, or any consideration made unlawful by federal, state, or local laws. If a client is harassing another client because of any protected class, staff quickly responds to the situation and the harassing party may have services discontinued. Shelter House will continue to foster an environment that is welcoming, inclusive, and provides equal access to services for every person, regardless of sexual orientation and gender identity. At intake to emergency shelter, or any other time during their stay, clients indicate to staff the gender they most closely identify with, and staff will place them in the area of shelter that corresponds to their request. If a volunteer or staff member is uncertain about a person’s pronouns or gender, they will ask. Never will someone be asked to prove or explain their sexuality or gender identity. Appropriate names and pronouns will be used in all interactions with the client/tenant, both oral and written. One in three transgender and nonbinary people experience homelessness at some point in their lives. That statistic increases to nearly one in two for trans and non-binary people who identify as black, middle eastern, multi-racial, or who are undocumented. Access to safe and secure housing is sometimes all that stands between transgender people and deadly violence. That violence has a profoundly disproportionate impact on trans people of color with a staggering 91% of victims of fatal anti-trans violence being black women. Shelter House staff complete training in Cultural Competency, Trauma Informed Care, and Mental Health First Aid. Training subject matter is regularly revisited in weekly team meetings. Emergency Shelter and Permanent Supportive Housing facilities are ADA compliant, and Shelter House complies with HUD's Equal Access Rule, which protects and ensures access to shelter and housing services for transgender people, as well as federal Fair Housing Law. Particularly relevant to immigrant and refugee populations is the fact that Shelter House does not require Social Security numbers or identifying documents. These documents can be helpful for individuals seeking housing and employment, but services will not be denied in their absence. Shelter House Section 5 - Required Documentation Description Requirement W-9 Form (Requested for Tax ID & Certification)Required SAM.gov Registration All subrecipients must register on SAM.gov before a legally binding agreement can be signed. Attach your SAM.gov Entity Registration Summary as evidence that this has been completed. Required Unique Entity ID (UEI) Effective April 2022 the federal government stopped using DUNS numbers to uniquely identify entities and transitioned to utilizing UEI numbers issued by SAM.gov. For help obtaining a UEI: External UEI Transition FactSheet Attach documentation of your UEI. Required Organizational Status Go to https://sos.iowa.gov/search/business to look up the organization applying for funds. Provide a copy of the Business Entity Summary screen. Required Commitment Letters Attach the following for committed funding sources listed in Section 2. Non-Congregate Shelter Projects: Attach documentation indicating secured sources for ongoing operating costs and any operating gap that will require additional assistance. If a gap is identified, attach a plan for securing additional funding for successful operation of the project. Non-Congregate Shelter Projects: Required All other projects: Required if other sources identified as recommended. (Match not required) Evidence of Relevant Experience Attach evidence of the applicant’s previous experience carrying out the proposed activities. Non-Congregate Shelter Projects: In addition to attaching evidence of the applicant’s experience operating shelters, also attach evidence of the developer’s skills and experience related to the development of shelters or similar facilities. Non-Congregate Shelter Projects: Required All other projects: Recommended Evidence of Fiscal Capacity Evidence of fiscal capacity is required. Sufficient alternative financial information may be accepted. Attach: • 3 years Balance Sheets • 3 years Profit & Loss Statements • Most recent audit (if applicable) Required Evidence of Organizational Capacity Up to four pages of additional information about the capacity of the organization may be included. Example of possible evidence may be: • Resumes of key staff • Additional description of organizational activities • Complete list of board members & their contact information Required works with community partners for translation services. Provision of Emergency Shelter, Rapid Rehousing, and Permanent Supportive Housing does have a unique positive impact on persons with disabilities and minority groups in Johnson County. While 4.9% of the Johnson County population is identified as having a disabling condition 52% of all Emergency Shelter participants, 58% of Rapid Rehousing participants, and 100% of Permanent Supportive Housing participants reported a disabling condition. African Americans constitute 7% of the population countywide whereas they were 49% of all participants engaged in Shelter House services in the past year. Other minority groups served occurred at a rate consistent with or slightly less than the overall population demographics. Shelter House promotes racial equity and equal access for marginalized populations by ensuring access to Emergency Shelter and through Rapid Rehousing and Permanent Supportive Housing access to permanent affordable housing, employment, education, healthcare, and other mainstream benefits for members of these groups. Scope of work Include a write up of the work to be completed and include copies of cost estimates that are the basis of the budget tables. Required, if the project includes development of affordable housing or non-congregate shelter. Pro forma Acquisition, rehabilitation, or new construction projects MUST include completed pro forma. Excel format is provided by the City. Applications for acquisition, rehabilitation, or new construction projects without the City’s pro forma will not be considered. Required, if the project includes development of affordable housing or non-congregate shelter. Upload Documents * Shelter House W-9.pdf 86.21KB UEI ID.pdf 77.8KB Organizational Status.pdf 41.19KB Commitment Letter.pdf 61.42KB 2021Balance Sheet.pdf 48.82KB 2022YTD Balance Sheet.pdf 48.84KB 2021PL.pdf 53.04KB 2022YTD PL.pdf 49.83KB 12.31.20 Shelter House Audit Report.pdf 1.46MB LOS T.Abrams.pdf 110.65KB Shelter House Program Summary.pdf 104.32KB Shelter House Board Contact Info 2022.pdf 21.99KB Supportive Services Budget and Narrative FY23-FY25.pdf 218.34KB Evidence of Relevant Experience.pdf 71.5KB