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